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Questions and Answers
What is the primary focus of Task Conflict in the workplace?
What is the term for the laying off of workers to reduce costs and increase efficiency?
What is the primary focus of the Interactionist View of Conflict?
What is the term for unwanted sexually oriented behavior in the workplace?
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What is the primary consequence of unresolved conflict in the workplace?
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What is the goal of organizational programs that reduce work stress?
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What is a recommended approach to punishing employees found guilty of sexual harassment?
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What is a source of conflict in the workplace?
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What is a consequence of incivility in the workplace?
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What is the primary goal of structural methods in conflict resolution?
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What is a functional consequence of conflict?
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What is a type of conflict that occurs when an individual has to perform multiple roles?
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Which of the following is a technique for dealing with difficult people?
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What is an organizational programme that reduces work-family conflict?
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What is the term for the adverse impact that a stress reaction has on an employee's health and wellbeing?
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Which of the following is a symptom of work stress?
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What is a conflict management style that combines assertiveness and cooperativeness?
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What is a method of resolving conflict?
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What is the term for a pattern of emotional, physical, and mental exhaustion in response to chronic job stressors?
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What is a consequence of dysfunctional conflict?
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Which of the following is a factor contributing to work stress within the individual?
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What is the primary goal of organizational approaches to stress management?
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What is a characteristic of bullying behaviour in the workplace?
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Which of the following is an individual approach to stress management?
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What is the term for the process of creating a mutually beneficial agreement in conflict resolution?
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Which of the following is a cause of workplace conflict?
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Study Notes
Conflict in the Workplace
- Conflict occurs when two or more parties perceive mutually exclusive goals, values, or events, leading to tension.
- Conflict can arise from incompatible choices, emotional stress, and differences in opinions.
- There are three views of conflict:
- Traditional view: Conflict is harmful and must be avoided.
- Human Relations view: Conflict is a natural and inevitable outcome in any group.
- Interactionist view: Conflict is a positive force that can improve group performance.
Types of Conflict
- Task conflict: Conflict over content and goals of work.
- Relationship conflict: Conflict based on interpersonal relationships.
Sources and Antecedents of Conflict
- Perceived adverse changes:
- Changes in working methods, conditions, or employment opportunities.
- Downsizing and layoffs can affect both dismissed and surviving employees.
- Sexual harassment:
- Unwanted sexually oriented behavior in the workplace.
- Types of sexual harassment: Quid pro quo, punishments against employees found guilty.
- Factional groups:
- Interpersonal conflict occurs due to different factions within groups with different points of view and loyalties.
- Factions may arise from mergers or joint ventures of two companies.
- Competing work and family demands:
- Occurs when an individual has to perform multiple roles: worker, spouse, and parent.
- Organizational programs that reduce work-family conflict: flexible working hours, work-at-home programs, dependent care programs, parental leave programs.
- Incivility, personality clashes, and workplace bullies:
- Incivility (or employees' lack of regard for one another) is a major source of workplace conflict.
- Examples: being rude, uncivil, making sarcastic comments.
- Negative consequences: decreased job satisfaction, aggressive behavior, high turnover, lost customers.
Conflict Management
- Conflict management styles:
- Are combinations of satisfying one's own desires (assertiveness) and satisfying the desires of others (cooperativeness).
- Assertive conflict-handling styles: Competitive, Collaborative, Unassertive, Sharing, Avoidant, Accommodative.
Conflict Resolution Methods
- Confrontation and Problem Solving:
- A method of identifying the true source of the conflict and resolving it systematically.
- Emphasizes a tactful and non-combative approach to maintaining a harmonious relationship.
- Dealing with Difficult People:
- Techniques for dealing with difficult people: Use tact and diplomacy, Use non-hostile humor, Give recognition and attention, Build confidence, Reinforce civil behavior and good moods.
- Negotiating and Bargaining:
- Be aware of basic negotiating and bargaining techniques to resolve conflict.
- Compromise, Make small concessions gradually, Use deadlines, Ask the other side, "What do you want me to do?", Make a final offer.
Work Stress
- Stress is the mental and physical condition that results from a perceived threat that cannot be dealt with readily.
- Stress has productivity, legal, and human consequences.
- Stress can result from both negative and positive situations.
- Stress creates psychological, physical, and behavioral health problems.
Symptoms and Consequences of Work Stress
- Symptoms of Stress:
- Physiological: Increased heart rate, Elevated blood pressure, Faster respiration rate, Dilated pupils, Increased perspiration.
- Emotional: Anxiety and tension, Depression and discouragement, Boredom, Prolonged fatigue, Feelings of hopelessness, Defensive thinking.
- Behavioral: Nervous habits, Decreased job performance, Errors in concentration and judgment.
- Burnout:
- A pattern of emotional, physical, and mental exhaustion in response to chronic job stressors.
- Symptoms: Cynicism, apathy, and indifference.
- Sources of burnout: Mismatches between the person and work, lack of control over one's work, lack of reward, lack or breakdown in work community, lack of fair treatment, value conflicts.
Factors Contributing to Work Stress
- Within the Individual:
- Coping with significant change, Being hostile, aggressive, and impatient, Having an external locus of control, Negative lifestyle factors, Being pessimistic in general.
- Adverse Organizational Conditions:
- Stress from high job demands and lack of control over job, Role overload, Role underload, Role conflict, Role ambiguity, Emotional labor, Culturally diverse workforce.
Managing Stress
- Organizational Approaches:
- Providing emotional support to employees, Making wellness and fitness programs available, Giving on-site massages, Allowing napping on the job, Being fair and just with policies and managerial actions.
- Individual Approaches:
- Control: Getting the right emotional support, Practicing good work habits and time management.
- Symptom Management: Getting physical exercise, Using a relaxation response technique.
- Escape: Eliminating the stressor, Mentally blocking out the stressor.
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Description
Test your understanding of conflict resolution strategies in the workplace, including structural methods and effective ways to deal with difficult people. Learn how to remain impartial and resolve disputes in a professional manner.
