Organizational Conflict Management

False (B)

Conflict is defined as "the interaction of interdependent people who perceive incompatible goals and interference from each other in achieving those goals."

<p>Accommodation</p> Signup and view all the answers

<p>Avoidance = Low assertiveness, Low cooperativeness Accommodation = Low assertiveness, High cooperativeness Collaboration = High assertiveness, High cooperativeness Compromise = Moderate assertiveness, Moderate cooperativeness Competition = High assertiveness, Low cooperativeness</p> Signup and view all the answers

<p>Avoidance (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>In the Felt Conflict phase, individuals become emotionally involved in the conflict and start to personalize it. This is when emotions intensify and the conflict becomes more personal.</p> Signup and view all the answers

<p>Competition (A)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Clear and Open Dialogue, Active Listening</p> Signup and view all the answers

<p>Human Resources</p> Signup and view all the answers

<p>Classical Approach = Views conflict as a failure in communication or structure Human Relations Approach = Emphasizes resolution through interpersonal communication and minimizes conflict Human Resources Approach = Encourages conflict resolution through collaboration and employee empowerment Systems Approach = Views conflict as a dynamic process influenced by feedback loops Cultural Approach = Recognizes how organizational culture shapes conflict perception and management Critical Approach = Analyzes conflict in terms of power dynamics and social structures</p> Signup and view all the answers

<p>Negotiating a salary increase with your employer (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Distributive Bargaining is a competitive approach where one party gains at the expense of the other. Integrative Bargaining aims for a win-win solution by finding mutually beneficial outcomes that address the needs of both parties.</p> Signup and view all the answers

<p>Third-Party Mediation</p> Signup and view all the answers

<p>Leads to faster resolutions (B)</p> Signup and view all the answers

Interaction of interdependent people perceiving incompatible goals.

Conflict can occur at interpersonal, intergroup, or inter-organizational levels.

Conflict between individuals due to personality clashes or misunderstandings.

Conflict between teams or groups with competing interests or objectives.

Conflict that arises between different organizations, usually from competition.

Stages conflict goes through: latent, perceived, felt, manifest, and aftermath.

Strategies for handling conflict, including avoidance and accommodation.

Five styles of conflict management: avoidance, accommodation, competition, compromise, collaboration.

High assertiveness, low cooperativeness; pursuing goals at the other's expense.

Moderate assertiveness and cooperativeness; both parties give up something.

High assertiveness and cooperativeness; parties work together for a win-win solution.

Methods to facilitate understanding and resolution during disputes.

Engaging fully to understand perspectives and reduce tension.

Win-lose negotiation where one party's gain is another's loss.

Win-win negotiation seeking mutually beneficial outcomes.

Views conflict as a failure of communication; prefers strict hierarchical structures.

Recognizes conflict as a natural outcome of diversity and encourages resolution through collaboration.

Examines how organizational culture shapes conflict perception and resolution strategies.