MGT 445 Week 5 DQ 1
MGT 445 Week 5 DQ 1
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Date Created: 11/12/15
What are key sources of con ict in the organizational setting To identify the key sources of con ict we must be clear on what con ict is quotCon ict is any situation in which there are incompatible goals cognitions or emotions within or between individuals or groups that lead to opposition or antagonistic interactionquot University of Phoenix 2011 Con ict Sources and Solutions Page 2 In the above statement you can see that the sources of con ict vary from professional to personal Another de nition of con ict is quotany situation in which there are incompatible goals cognitions or emotions within or between individuals or groups that lead to opposition or antagonistic interactionquot Delanasz Dowd amp Schneider 2001 p 242 Since con ict is an inevitable part of human interaction it is important for an organization to succeed to understand types of con ict and their sources According to Putnam there are three key sources of con ict substantive con ict procedural con ict and affective con ict Putnam 1986 Putnam also de nes these con ict types as follows quotsubstantive con ict is disagreement over members39 ideas and group issuesquot quotprocedural con ict is disagreement among group members about the methods or process the group should follow in its attempt to accomplish a goalquot quotaffective con ict centers around the personalities communication styles and emotions of group membersquot Putnam 1986 Any of the above types of con icts can arise from a number of sources quotCon ict can occur because of limited resources money time technology supplies etc differences in goals or objectives miscommunication differences in attitudes values and perceptions or personality clashesquot DeJanasz Dowd amp Schneider 2001 pp 245246 These con icts can happen at any time and are for the most part unavoidable This does not mean however that they have to pose a problem for an organization they can be a constructive opportunity It is therefore important to learn to manage con ict as it arises rather than try to prevent con ict What are the key impediments to ef ciently resolving con ict in a negotiation One of the rst steps in resolving a con ict is to nd out what the reasons behind the con ict are Any emotional involvement in the con ict must be abated before it can be effectively managed Capozzoli 1999 Capozzoli states that quotemotions are a very strong deterrent to communications and when trying to resolve a disagreement the ability to communicate with the other persons is criticalquot Capozzoli 1999 Once the emotional factor of the con ict has subsided the causes of the con ict must be explored Objective exploration of the con ict is important to determine the source Have there been personality or values con icts Perhaps the individual has run out of resources or there has been a misinterpretation of goals What means would you apply to preserve or increase the level of trust in an organizational negotiation To preserve or increase the level of trust in an organizational negotiation I will be more relaxed exible and open to perceive the potential for integrative agreement In addition I will eliminate any fear propitiate and open communication and the increase of the amount of information the negotiators shared with one another I will identify all alternatives and all outcomes gather all relevant information and combine it optimally and behave in a more selective abbreviated and even biased manner Reference DeJansz Dowd amp Schneider 2001 Interpersonal Skills in Organizations Retrieved on August 3 2011 from httpwwwapollolibrarycomL1Tdownload Con ictSourcesSolutionspdf Putnam L L 1986 Con ict in group decisionmaking In R Y Hirokawa amp M S Poole Eds Communication and group decisionmaking Beverly Hills CA Sage Retrieved on August 3 2011 from httpwwwapollolibrarvcomL1Tdownload Con ictCohesionpdf Thomas K Capozzoli 1999 November Con ict resolution a key ingredient in successful teams SuperVision 6011 1416 Retrieved August 3 2011 from ABlINFORM Global database Document ID 45982839
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