Workplace Conflicts Overview

False (B)

Understanding the nuances between aggressions from different sources can inform targeted interventions and organizational policies to mitigate the effects of such behaviours.

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

<p>Individual coping mechanisms (B)</p> Signup and view all the answers

<p>Self-Regulation = Looks at how targets regulate their emotional and behavioural responses to aggression Appraisal = Centers on how targets perceive and evaluate aggression influences their responses SARSS = A framework for understanding work-related stress and strain Social Comparison = Focuses on how targets compare themselves to others who have experienced aggression</p> Signup and view all the answers

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

<p>The two dominant hypotheses are the Work Environment Hypothesis and the Individual-Dispositions Hypothesis.</p> Signup and view all the answers

<p>Self-control (A)</p> Signup and view all the answers

<p>Work Environment</p> Signup and view all the answers

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

<p>Job satisfaction, organizational commitment, and perceived fairness.</p> Signup and view all the answers

<p>Primary intervention = Alleviate the long-term effects of bullying Secondary intervention = Prevent bullying before it occurs Tertiary intervention = Reduce the impact of bullying once it has occurred</p> Signup and view all the answers

<p>Social Comparison</p> Signup and view all the answers

<p>Individuals with poor mental health may be more likely to interpret neutral actions as bullying (A)</p> Signup and view all the answers

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

<p>Attitudinal, Behavioral, and Health outcomes</p> Signup and view all the answers

<p>Two examples are coping mechanisms and social support.</p> Signup and view all the answers

<p>Reactive-focused, subject-targeted (C)</p> Signup and view all the answers

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

<p>To improve workplace civility and reduce workplace aggression.</p> Signup and view all the answers

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

<p>Prevention-focused, perpetrator-targeted = Anger management programs for employees who have previously displayed aggressive behaviour Prevention-focused, subject-targeted = Training sessions aimed at helping employees recognize and respond to early signs of aggression Consequence-focused, perpetrator-targeted = A workshop on recognizing the signs of aggression and employing conflict resolution strategies Consequence-focused, subject-targeted = Counselling sessions for employees who have experienced workplace aggression</p> Signup and view all the answers

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

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

<p>To practice and foster civil behaviours and identify unacceptable interactions.</p> Signup and view all the answers

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

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

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

<p>Incivility involves rude behavior with ambiguous intent, while abusive supervision is sustained aggressive behavior from a supervisor.</p> Signup and view all the answers

<p>Task Conflict = Enhanced creativity and problem-solving Relationship Conflict = Improved team cohesion Process Conflict = Role clarification and responsibility definition Status Conflict = Increased motivation and competition</p> Signup and view all the answers

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

<p>Teams with high levels of trust and open communication, engaged in non-routine tasks (A)</p> Signup and view all the answers

<p>A collaborative atmosphere encourages constructive discussions about processes, focusing on solutions rather than personal attacks. This allows team members to clarify responsibilities, improve coordination, and work together to solve problems.</p> Signup and view all the answers

<p>Process Conflict (C)</p> Signup and view all the answers

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

<p>Two team members disagreeing on the best marketing strategy for a new product launch.</p> Signup and view all the answers

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

<p>Task Conflict = Disagreements about the content of tasks, goals, ideas, or the direction of work. Relationship Conflict = Interpersonal incompatibilities and emotional tensions among team members. Process Conflict = Disagreements about how tasks should be completed, including logistics, roles, and responsibilities. Status Conflict = Disagreements about power, influence, or hierarchy.</p> Signup and view all the answers

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

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

<p>Task conflict focuses on disagreements about the content of work, such as goals or ideas. For example, two colleagues might disagree on the best marketing strategy for a new product. Process conflict, on the other hand, deals with how the work is completed, including logistics and responsibilities. An example would be team members arguing over who should manage a project.</p> Signup and view all the answers

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

<p>External Locus of Control (A)</p> Signup and view all the answers

<p>High trust, mutual support</p> Signup and view all the answers

<p>job performance</p> Signup and view all the answers

<p>Delegation = Enhances LMX quality Ethical Behaviour = Enhances LMX quality Micromanagement = Detrimental to LMX quality Lack of Empathy = Detrimental to LMX quality</p> Signup and view all the answers

<p>Limited Access to Resources (A)</p> Signup and view all the answers

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

<p>High-quality LMX is associated with higher job satisfaction.</p> Signup and view all the answers

Disagreements about the content of tasks and project direction.

Two team members disagree on marketing strategies—digital vs traditional.

Conflict arising from interpersonal incompatibilities and emotional tensions.

Two colleagues who do not get along, affecting team collaboration.

Disagreements about how tasks are completed, including responsibilities and roles.

Team members dispute over project management roles in a product meeting.

Include task, relationship, and process conflicts, each unique.

Creates an uncomfortable atmosphere that affects team collaboration.

Conflict arising from competition for social standing or respect within a group.

Generally negative impact on satisfaction, trust, and group performance.

Can clarify roles and responsibilities when team roles are unclear.

Task conflicts can enhance group performance when managed well and coupled with trust.

Includes incivility, ostracism, and abusive supervision with differing intents and intensities.

Sustained aggressive behavior directed by a supervisor towards subordinates.

The frequency of experienced and witnessed mistreatment in organizations.

It examines how factors like labeling and sampling affect mistreatment prevalence rates.

Understanding aggression across different sources provides insights into its contexts and effects.

Examining various perpetrators helps produce generalizable findings about aggression.

Different aggressors may invoke unique mechanisms influencing outcomes, enhancing theories.

Aggression from different sources can influence employee health, like stress-related illnesses.

Focuses on how targets manage their emotional and behavioral responses to aggression.

Explains how target perceptions and evaluations of aggression affect their responses.

Assistance provided to individuals affected by mistreatment in the workplace.

Creating measurement tools to assess levels of workplace mistreatment.

Training designed to help those likely to commit aggression prevent it before it occurs.

Training for victims after incidents to help them process experiences.

A program to enhance civility and reduce aggression at work through group strategies.

Guide for work units to assess current climate and address civility issues.

Activities like role-playing designed to practice and promote civil behaviors.

Training aimed at potential victims to help them recognize signs of aggression.

Voluntary actions that contribute to the organization beyond formal job duties.

Three distinct phases in leader-member exchanges: Strangers, Acquaintances, and Mature Relationships.

Initial interactions characterized by no trust or mutual understanding.

Formation of some trust and respect; initial exchanges based on role expectations.

High-quality exchanges with deep trust, mutual support, and willingness to exceed formal roles.

Includes member personality traits, behaviors, and leader behaviors enhancing LMX development.

Leads to frequent communication, empowerment, and positive work environments.

High-quality LMX correlates with higher job satisfaction and organizational commitment.

Bullying can influence mental health and vice versa through mechanisms like gloomy perception and social interactionism.

Employees with poor well-being interpret behaviors as bullying more readily due to their reduced threshold for negativity.

Suggests that impaired health may provoke others, leading to bullying due to norm violations.

Bullying arises from job design and social environments like role conflict and job insecurity.

Personality traits, such as neuroticism, can increase the risk of being bullied or becoming a bully.

Factors like personality traits and organizational culture influence the relationship between risks and bullying.

Coping mechanisms, social support, and leadership practices can affect the mental health impact of bullying.

Three types: primary (prevent), secondary (detect), and tertiary (rehabilitate) interventions for bullying.