Lecture 14 - Conflict
Lecture 14 - Conflict ORSC 1109
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This 3 page Class Notes was uploaded by Leslie Ogu on Thursday March 10, 2016. The Class Notes belongs to ORSC 1109 at George Washington University taught by Costanza, D in Fall 2015. Since its upload, it has received 17 views. For similar materials see Introduction to Organizational Sciences in Humanities and Social Sciences at George Washington University.
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Date Created: 03/10/16
Leslie Ogu ORSC 1109 03/09/2016 Power, Control, Leadership Leadership (Recap) ● Traits ● Behaviors ● Situations ● Problem Solving ● Influence Management ● People who are in charge at lower levels of the organization tend to be more taskoriented and as you go higher, people tend to look further out ● As you move up, you move more away from the task, you think more further out, and you start thinking more longterm ○ Things That Change: ■ Actions ■ Time ■ Effectiveness Conflict ● Not all bad ● Managing it ● Not linear ○ It is not the case that the more conflict you get, the worse things get ○ Lower conflict tends to lead to lower performance ● Stages 1. Latent a. It’s there; underlying; potential for conflict b. Interdependence i. Usually functions that are dependent on others c. Bureaucracy i. Rules, procedures, forms, standards, etc. ii. “You can not do this thing until you sign this form” Employee refuses for some reason Conflict ensues d. Resources 2. Perceived 3. Felt a. Other parties begin to feel the conflict b. Has now become a serious issue 4. Manifest a. Somebody does something about the conflict 5. Resolution a. How do you resolve the issue? 6. Aftermath? a. The conflict is handled. Now what? b. This is where people can try to reorganize things to address the underlying forces that contribute to conflict. ● Strategies ○ Organizational Strategies 1. Integration a. integration of people’s interests 2. Mediating Roles a. people whose job is to cut across departments b. Ex: liaisons, coordinators, etc c. serve as mediators; listen and understand both sides 3. Introduce Structural Changes ○ Individual Strategies 1. Rewards? 2. Training a. Prepare people for conflicts and how to deal with them 3. Selection a. Choose people to be less likely to cause or be involved in a conflict ○ Culture Strategies 1. Shared norms, beliefs, values and assumptions 2. Guide and are reinforced by organizational behavior ● Social Anthropology ○ Jacques (1952) one of the first guys to write about it ○ Ouchi Theory 2 ○ Ed Schein ● How Strong Is It? ● How many? ○ Main and Sub. Cultures ■ Dominating ■ Enhancing ● subcultures enhance each other ■ Orthogonal ● one or more of the subcultures are unrelated ■
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