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Lecture 14 - Conflict

by: Leslie Ogu

Lecture 14 - Conflict ORSC 1109

Leslie Ogu
GPA 3.01

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About this Document

We begin to discuss how conflicts arise in organizations, how they are dealt with, what actions are taken to move forward, and how they affect the organization overall.
Introduction to Organizational Sciences
Costanza, D
Class Notes
Conflict, Organizational sciences, Leadership, power, control, Management, Strategies, Strength, resolution, aftermath, manifest, confrontation, issue, beneficial
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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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