CHAPTER 6 Flashcards by De Leon Yasmin

Q

DISAGREEMENT OF IDEAS/ BELIEFS

A

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Q

example: conflict because of scarce
resources such as budget and privileges.

A

INTERGROUP CONFLICT

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Q

examples: between employees, or
between employee and customer.

A

INTERINDIVIDUAL CONFLICT

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Q

example: The university wants its
teaching employees to publish instead
of focusing in teaching.

A

INTRAINDIVIDUAL CONFLICT

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Q

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

COMPETITION FOR RESOURCES
TASK INTERDEPENDENCE
JURISDICTIONAL AMBIGUITY
COMMUNICATION BARRIERS
BELIEFS
PERSONALITY

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Q

when the performance of some
group members depends on the
performance of other group
members.

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

TASK INTERDEPENDENCE

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Q

incompatible personalities who must work together.

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

PERSONALITY

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Q

Physical, Cultural, and Psychological

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

COMMUNICATION BARRIERS

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Q

when 2 groups which rely on each
other have conflicting goals.

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

TASK INTERDEPENDENCE

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Q

Scare resources: money (budget), space, personnel equipment

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

COMPETITION FOR RESOURCES

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Q

Scare resources: money (budget), space, personnel equipment

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

COMPETITION FOR RESOURCES

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Q

Supervisors could feel incompetent when another supervisors deal with
his/her work.

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

JURISDICTIONAL AMBIGUITY

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Q

conflicts in belief systems of individuals or group

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

BELIEFS

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Q

The lines of authority are unclear.

WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?

A

JURISDICTIONAL AMBIGUITY

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Q

Bramson (1981)
Characteristics of Difficult People

A

HIGH NEEDS FOR PERFECTION
HIGH NEED FOR CONTROL
HIGH NEED FOR APPROVAL
HIGH NEEDS FOR ATTENTION

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Q

Obsessed with being liked?

What characteristics of Difficult People

A

HIGH NEED FOR APPROVAL

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Q

obsessed with being appreciated; behave in a manner that will get them noticed.

Characteristics of Difficult People

A

HIGH NEEDS FOR ATTENTION

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Q

obsessed with completing a task and take great pride in getting a job done quickly

Characteristics of Difficult People

A

HIGH NEED FOR CONTROL

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Q

HIGH NEEDS FOR PERFECTION
-NOTHING PERSON
A. Responds to difficult
situation by doing and
saying nothing.
B. Constantly complains
about the situation but
never tries to change it.
C. Believes nothing will ever
work thus disagrees with
every suggestion.

A

A

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Q

HIGH NEEDS FOR PERFECTION
-WHINER

A. Believes nothing will ever
work thus disagrees with
every suggestion.

B. Constantly complains
about the situation but
never tries to change it.

C. Responds to difficult
situation by doing and
saying nothing.

A

B

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Q

HIGH NEEDS FOR PERFECTION
-NO PERSON
A. Believes nothing will ever
work thus disagrees with
every suggestion.

B. Constantly complains
about the situation but
never tries to change it.

C. Responds to difficult
situation by doing and
saying nothing.

A

A

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Q

HIGH NEED FOR CONTROL
-KNOW-IT-ALL
A. Controls others by
dominating
conversations, not
listening to the ideas of
others.

B. Get things done quickly
by giving orders, being
bushy, yelling, being
aggressive.

C. Controls people by using
sarcasm, embarrassment,
humiliations.

A

A

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Q

HIGH NEED FOR CONTROL
-TANK
A. Controls people by using
sarcasm,embarrassment, humiliations.

B. Get things done quickly
by giving orders, being
bushy, yelling, being
aggressive.

C. Controls others by
dominating
conversations, not
listening to the ideas of
others.

A

B

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Q

HIGH NEED FOR CONTROL
-SNIPER
A. Controls others by
dominating
conversations, not
listening to the ideas of
others.

B. Get things done quickly
by giving orders, being
bushy, yelling, being
aggressive.

C. Controls people by using
sarcasm, embarrassment,
humiliations.

A

C

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3. HIGH NEED FOR APPROVAL -YES PERSON Avoids conflict by never making a stand on any issues; delays making decisions, seldom offers opinions, and seldom commits to any course of action. TRUE OR FALSE

FALSE

3. HIGH NEED FOR APPROVAL -agrees to do everything A. YES PERSON B. MAYBE PERSON

A

4. HIGH NEEDS FOR ATTENTION -FRIENDLY SNIPER Exaggerates lies, gives unwanted advice to gain attention. TRUE OR FALSE

FALSE

4. HIGH NEEDS FOR ATTENTION *THINK-THEY-KNOW- IT-ALL -throws a tantrum, yells, swears, rants TRUE OR FALSE

FALSE

4. HIGH NEEDS FOR ATTENTION -GRENADE -throws a tantrum, yells, swears, rants TRUE OR FALSE

TRUE

4. HIGH NEEDS FOR ATTENTION * THINK-THEY-KNOW- IT-ALL A. -throws a tantrum, yells, swears, rants B. Exaggerates lies, gives unwanted advice to gain attention. C. Gets attention by poking fun at others

B

2 OUTCOMES OF CONFLICT

1. POSITIVE OUTCOMES 2. NEGATIVE OUTCOMES

POSITIVE OUTCOMES -conflict challenges old processes. 1. Increasing Motivation and energy level of group members to improve performance. 2. Can stimulate Creativity and Innovation 3. Improves quality of Decisions 4. Member satisfaction and Commitment

2

POSITIVE OUTCOMES -the fact that members are able to take part in decision making 1. Increasing Motivation and energy level of group members to improve performance. 2. Can stimulate Creativity and Innovation 3. Improves quality of Decisions 4. Member satisfaction and Commitment

4

POSITIVE OUTCOMES -absence of conflict makes members to become complacent and unmotivated. 1. Increasing Motivation and energy level of group members to improve performance. 2. Can stimulate Creativity and Innovation 3. Improves quality of Decisions 4. Member satisfaction and Commitment

1

POSITIVE OUTCOMES -occurs when there are many opinions, each member tries hard to push their own idea. 1. Increasing Motivation and energy level of group members to improve performance. 2. Can stimulate Creativity and Innovation 3. Improves quality of Decisions 4. Member satisfaction and Commitment

3

NEGATIVE OUTCOMES -too much conflict can erode cohesiveness 3. Group goals becomes secondary to the infighting 2. Can hamper effective group performance when it retards communication 1. Reduction of group cohesiveness

1

3. Group goals becomes secondary to the infighting A. POSITIVE OUTCOMES B. NEGATIVE OUTCOMES

B

2. Can stimulate Creativity and Innovation A. POSITIVE OUTCOMES B. NEGATIVE OUTCOMES

A

1. Reduction of group cohesiveness A. POSITIVE OUTCOMES B. NEGATIVE OUTCOMES

B

2. Can hamper effective group performance when it retards communication A. POSITIVE OUTCOMES B. NEGATIVE OUTCOMES

B

4. Member satisfaction and Commitment A. POSITIVE OUTCOMES B. NEGATIVE OUTCOMES

A

1. Increasing Motivation and energy level of group members to improve performance. A. POSITIVE OUTCOMES B. NEGATIVE OUTCOMES

A

3. Improves quality of Decisions A. POSITIVE OUTCOMES B. NEGATIVE OUTCOMES

A

(4) Conflict Management Techniques Thomas (1976)

1. DOMINATING 2. ACCOMODATION 3. COMPROMISE 4. COLLABORATION

-not always possible particularly when conflict is over scarce resources. 1. DOMINATING 2. ACCOMODATION 3. COMPROMISE 4. COLLABORATION

4

-usually done to save the relationship between the conflicting parties -Lose-Win strategy 1. DOMINATING 2. ACCOMODATION 3. COMPROMISE 4. COLLABORATION

2

- -each party must give up something - -Lose-Lose strategy - Ex. Union management strategy 1. DOMINATING 2. ACCOMODATION 3. COMPROMISE 4. COLLABORATION

3

-Forcing - Persisting in the conflict until one party’s goals are achieved at the expense of the other. - Win-Lose Strategy 1. DOMINATING 2. ACCOMODATION 3. COMPROMISE 4. COLLABORATION

1

-parties try to cooperate and reach a mutually beneficial solution -Win-win situation 1. DOMINATING 2. ACCOMODATION 3. COMPROMISE 4. COLLABORATION

4

-giving in or acting in a self-sacrificing matter 1. DOMINATING 2. ACCOMODATION 3. COMPROMISE 4. COLLABORATION

2

used when parties cannot resolve their conflict

Third Party Intervention

(2) Third Party Intervention

1. MEDIATION 2. ARBITRATION

The decision can be BINDING or NONBINDING.

2. ARBITRATION

Professional mediators

1. MEDIATION

Is used when employers perceive that a conflict was a result of intentional behavior by another.

2. ARBITRATION

-one or both sides can reject an unfavorable decision A. BINDING B. NONBINDING

B

-parties have agreed to abide by the arbitrator’s decision A. BINDING B. NONBINDING

A

-A neutral 3rd party listens to both sides’ arguments and then makes decision.

ARBITRATION

The if conflicting parties are of equal power. 1. MEDIATION 2. ARBITRATION

2

-A neutral 3rd party is asked to help both parties reach a mutually agreeable solution to the conflict.

MEDIATION

-An opportunity when it offers potential gain. A. Stress on a positive context B. Stress on a negative context:

A

Stress is a natural part of our daily life. TRUE OR FALSE

TRUE

Stress can be defined as the degree to which you feel overwhelmed or unable to cope as a result of pressures that are unmanageable. YES OR NO

YES

Is an unpleasant psychological process that occurs in response to environmental pressu

Stress

Is an unpleasant psychological process that occurs in response to environmental pressu

Stress

TRUE OR FALSE

TRUE

-Are pressures created by other employees. Lack of social support from colleagues and poor interpersonal relationships can cause stress, especially among employees with a high social need.

INTERPERSONAL DEMANDS

Relate to a person’s job. They include the design of the job (its degrees of autonomy, task variety), working conditions, and the physical work layout A. ROLE DEMANDS B. INTERPERSONAL DEMANDS C. TASK DEMANDS

C

Relate to pressures placed on a person as a function of the particular role he or she plays in the organization.

ROLE DEMANDS

(3) ROLE DEMANDS

A. Role Conflicts B. Role Overload C. Role Ambiguity

Role ambiguity means role expectations are not clearly understood and the employee is not sure what to do. A. Role Conflicts B. Role Overload C. Role Ambiguity

C

Role conflicts create expectations that may be hard to reconcile or satisfy. A. Role Conflicts B. Role Overload C. Role Ambiguity

A

Role overload occurs when the employee is expected to do more than time permits. A. Role Conflicts B. Role Overload C. Role Ambiguity

B

-Stress affects not only our minds, but also our body and actions A. CHRONIC STRESS B. CONSEQUENCES C. Role Ambiguity

B

Chronic Stress affects the whole body and it can have several physical or psychological symptoms, which can make functioning on a daily basis more challenging. TRUE OR FALSE

TRUE

Stress affects not only our minds, but also our body and actions. TRUE OR FALSE

TRUE

SIGNS AND SYMPTOMS OF CHRONIC STRESS:

❑ Irritability, which can be extreme ❑ Fatigue ❑ Headaches ❑ Difficulty concentrating, or an inability to do so ❑ Rapid, disorganized thoughts ❑ Difficulty sleeping ❑ Digestive problems ❑ Feeling helpless ❑ A perceived loss of control ❑ Low self-esteem ❑ Nervousness ❑ Frequent infections or illnesses

STRESS MANAGEMENT TECHNIQUES How do we manage stress? (2) APPROACHES

1. Individual Approaches 2. Organizational Approaches

EFFECTIVE TIME-MANAGEMENT TECHNIQUES 1. Individual Approaches 2. Organizational Approaches

1. Individual Approaches

❑Wellness programs 1. Individual Approaches 2. Organizational Approaches

2. Organizational Approaches

❑Increasing formal organizational communication 1. Individual Approaches 2. Organizational Approaches

2. Organizational Approaches

❑ Expanded social support networks 1. Individual Approaches 2. Organizational Approaches

1. Individual Approaches

❑Selection and Hiring Process 1. Individual Approaches 2. Organizational Approaches

2. Organizational Approaches

❑Increasing employee involvement 1. Individual Approaches 2. Organizational Approaches

2. Organizational Approaches

❑Relaxation training 1. Individual Approaches 2. Organizational Approaches

1. Individual Approaches

❑Training 1. Individual Approaches 2. Organizational Approaches

2. Organizational Approaches

❑Goal Setting 1. Individual Approaches 2. Organizational Approaches

2. Organizational Approaches

❑ Increased physical exercise 1. Individual Approaches 2. Organizational Approaches

1. Individual Approaches

❑Sabbaticals 1. Individual Approaches 2. Organizational Approaches

2. Organizational Approaches

❑Redesigning jobs 1. Individual Approaches 2. Organizational Approaches

2. Organizational Approaches

1. Individual Approaches

❑ Effective time-management techniques ❑ Increased physical exercise ❑ Relaxation training ❑ Expanded social support networks

2. Organizational Approaches

❑Selection and Hiring Process ❑Training ❑Goal Setting ❑Redesigning jobs ❑Increasing employee involvement ❑Increasing formal organizational communication ❑Sabbaticals ❑Wellness programs

Is the process of organizing and planning how to divide your time between specific activities.

Time management

Failing to manage your time damages your effectiveness and causes stress. TRUE OR FALSE

TRUE

It is defined as the process of managing time effectively so that the right time is allocated to the right activity. A. Effective Planning B. Time management C. Relaxation training

B. Time management

Good time management enables you to work smarter – not harder – so that you get more done in less time, even when time is tight and pressures are high. TRUE OR FALSE

TRUE

(6) TIME-MANAGEMENT INCLUDES:

1. Effective Planning 2. Setting goals and objectives 3. Setting Deadlines 5. Prioritizing activities as per their importance 6.Spending the right time on the right activity

❑Spending the right time on the right activity A. Effective time-management techniques or Time management B. Expanded social support networks C. Increased physical exercise

A. Effective time-management techniques or Time management

❑Delegation of responsibilities A. Sabbaticals B. Wellness programs C. Effective time-management techniques or Time management

C. Effective time-management techniques or Time management

❑Setting goals and objectives A. Expanded social support networks B. Effective time-management techniques C. Effective Planning

B. Effective time-management techniques

It is the excessive and ineffective overgeneralization of a happy, optimistic state across all situations. A. TOXIC POSITIVITY B. TOXIC NEGATIVITY C. STRESS

A. TOXIC POSITIVITY

The process of toxic positivity results in the denial, minimization, and invalidation of the authentic human emotional experience. TRUE OR FALSE

TRUE

The process of toxic positivity results in the denial, minimization, and invalidation of the authentic not human emotional experience. TRUE OR FALSE

FALSE

EXAMPLE OF NON-TOXIC AND ACCEPTING STATEMENTS -TOXIC POSITIVITY- ❑“Don’t think about it, stay positive!” ❑“Don’t worry, be happy!” ❑“Failure is not an option” ❑“Everything will work out in the end” ❑“Positive vibes only” ❑“If I can do it, so can you!” ❑“Everything happens for a reason”

❑“Don’t think about it, stay positive!” ❑“Don’t worry, be happy!” ❑“Failure is not an option” ❑“Everything will work out in the end” ❑“Positive vibes only” ❑“If I can do it, so can you!” ❑“Everything happens for a reason”

EXAMPLE OF NON-TOXIC AND ACCEPTING STATEMENT -NON-TOXIC ACCEPTANCE AND VALIDATION- ❑“Describe what you are feeling, I’m listening” ❑“I see that you are really stress, anything I can do” ❑“Failure is a part of growth and success” ❑“This is really hard, I am here for you” ❑“I’m here for you both good and bad” ❑“Everyone’s story, abilities, limitations are different and that is okay” ❑“How can I support you during this hard time?”

❑“Describe what you are feeling, I’m listening” ❑“I see that you are really stress, anything I can do” ❑“Failure is a part of growth and success” ❑“This is really hard, I am here for you” ❑“I’m here for you both good and bad” ❑“Everyone’s story, abilities, limitations are different and that is okay” ❑“How can I support you during this hard time?”