Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

OB > Lecture 7 - conflict and power and politics > Flashcards

Lecture 7 - conflict and power and politics Flashcards

(63 cards)

Start Studying
1
Q

Conflict

A

a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Frame of reference

A

A person’s perceptions and interpretations of events, which involve assumptions about reality, attitudes towards what is possible and conventions regarding correct behavior.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

4 frames of reference

A
  1. Unitarist
  2. Pluralist
  3. Interactionist
  4. Radical
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Unitarist

A

Sees organizations as essentially harmonious, cooperative structures and any conflict is bad. It unquestioningly accepts the language, assumptions and goals of management.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Pluralist

A

Sees organizations as a collection of groups, each with their own interest and each of their own legitimate interests thereby making conflict inevitable. Keep balance between different groups.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Interactionist

A

Sees conflict as a positive, necessary force for effective performance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Functional conflict

A

Form of conflict which supports organizational goals and improves performance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Dysfunctional conflict

A

Form of conflict which does not support organizational goals and hinders organizational performance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Radical

A

Sees conflict as an inevitable outcome of capitalism, it is an arena of conflict between managers and the exploited employees.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Resistance

A

More or less covert behavior that counteracts and restricts management’s attempt tot exercise power and control in the workplace.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

4 conflict levels

A
  1. Individual/intra-personal conflict
  2. Dyadic conflict
  3. Group/team conflict
  4. organization conflict
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Individual conflict

A

Role or identity conflict: others vs self, others vs others, work-family.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Dyadic conflict

A

Conflict between 2 people within an organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Group conflict

A

Conflict that occurs between members of a workgroup or team. Defined as the process arising from perceived incompatibilities or differences between team members.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Organization conflict

A

Conflict that emanates from the way that the company is organized.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

3 causes of workplace conflicts

A
  1. Relational conflict
  2. Task conflict
  3. Process conflict
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Relational conflict

A

Conflict over interpersonal issues, always negative. Resolution: rebuild trust.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Task conflict

A

Conflict over the goals and content of work, potentially positive. Resolution: fact-based consensus.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Process conflict

A

Conflict over how a task is to be accomplished, neutral or negative. Resolution: Clarify processes/roles.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

5 conflict domains of dyadic conflict

A
  1. Superiority
  2. Injustice
  3. Vulnerability
  4. Distrust
  5. Helplessness
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

4 stages of: coordination-conflict four stage model

A
  1. Organizing
  2. Coordinating
  3. Perceptions and feelings
  4. Conflict management
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Conflict resolution

A

Process which has as its objective the ending of the conflict between the disagreeing parties.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

5 Conflict resolutions

A
  1. Competing
  2. Avoiding
  3. Compromising
  4. Accommodating
  5. Collaborating
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Power congruity

A

Your perception of differences in your own and other’s power, both formal power and informal power.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Issue criticality
The relative importance of a given conflict producing issue in terms of its impact on the individuals involved.
26
Aggressive intent attribution
Concerns your judgement as to whether the other party will respond aggressively or non aggressively.
27
Distributive bargaining
Negotiation strategy in which a fixed sum of resources is divided up, leading to a win-lose situation between the parties.
28
6 techniques to stimulate conflict
1. Communications 2. Restructuring a company 3. Bringing in outsiders 4. Devil's advocate method 5. Dialectic method 6. Leadership style
29
Organizational justice
A personal evaluation about the ethical and moral standing of managerial conduct.
30
Procedural justice
Employees evaluations of the way in which decisions are made.
31
Distributive justice
Employees judgements about the fairness of outcomes.
32
Interactional justice
Employees evaluations of the interpersonal treatment they receive from those in authority.
33
Discretionary behavior
Freedom to decide how work is going to be performed.
34
Organizational citizenship behavior
Employee behavior that is discretionary, informal and which contributes to organizational effectiveness.
35
3 types of citizenship behavior
1. Personal support 2. Organizational support 3. Conscientious initiative
36
Counterproductive work behavior
Any intentional employee behavior viewed by the organization as being harmful to its legitimate interests.
37
Power
The ability to get other people to do what you want them to do.
38
3 factors of power
1. Visible power 2. Convert power 3. Institutional power
39
Visible power
Clash of interests between those making a decision and those who are likely to be affected by it.
40
Convert power
The manipulation of issues, to exclude certain groups, non-observable behaviors that keep issues on or off an agenda.
41
Institutional power
Shaping others perceptions, cognitions and preferences so they accept their current situation, increasing the dominance of powerful by reducing the ability of the powerless to complain.
42
Bio-power
Power that operated by establishing what is normal or abnormal or socially acceptable or devient in thought and behaviors.
43
Disciplinary power
Targets individuals and groups through the construction of social and organizational routines- power as a set of techniques, effects achieved through disciplinary practices.
44
4 types of organizations when it comes to power
1. Castles: old power business models and old power values. (Apple) 2. cheerleaders: old power model with new power values (patagonia) 3. Connectors: new power models but still work with old power values (facebook) 4. Crowds: Peer driven organizations combining new power models and values
45
Old power
Like currency, few have it as it is difficult to get a lot and people who do have it have a lot of it.
46
New power
Like current, Which is generated by many more open, participative and peer driven, more disperse, people no longer are passive.
47
Influence
The process of affecting someone elses attitudes, beliefs or behaviors without using coercion or formal position. People believer they are acting in their own best interest.
48
4 types of managers
1. Bystanders: rarely use influence tactics 2. Shotguns: use all tactics at once 3. Captives: use one or two favorites 4. Tacticians: use rational appeal frequently
49
Organization politics
The ability to understand others at work and to use that knowledge to influence others to act in ways that enhance one's personal and/or organizational objectives.
50
Political skill
An interpersonal style that combines social astuteness with the ability to relate well and to demonstrate situationally appropriate behavior in a disarmingly charming and engaging manner that inspires confidence, trust, sincerity and genuineness.
51
Power priming
Thinking of a time in which you had more power over others and remember how it made you feel.
52
5 forms of power as property of the relationship
1. Reward power 2. Legitimate power 3. Referent power 4. Expert power 5. Coercive power
53
Reward power
The ability to exert influence based on the onther's belief that the influencer has access to valued rewards which will be dispensed in return for compliance.
54
Legitimate power
The ability to exert influence based on the other's belief that the influencer has authority to issue orders which they in turn have an obligation to accept.
55
Referent power
The ability to exert influence based on the other's belief that the influencer has desirable abilities and personality traits that can and should be copied.
56
Expert power
The ability to exert influence based on the other's belief that the influencer has superior knowledge relevant to the situation and the task.
57
Coercive power
The ability to exert influence based on the other's belief that the influencer can administer unwelcome penalties or sanctions.
58
3 power and influence tactics
1. Sanctions 2. Rational appeal 3. Assertiveness
59
4 dimensions of political skill
1. Social astuteness (understanding the behaviors and motives of others) 2. Interpersonal influence (ability to influence others in a compelling way) 3. Networking ability ( building relationships across and outside the organization) 4. Apparent sincerity (being forthright, open, honest and genuine)
60
Personal drivers
People within organizations who are hired for their creativity, ambition, drive and ideas of their own, traits that encourages political behavior.
61
Machiavellianism
A personality trait or style of behavior towards others to fulfill self-interest, which is characterized by a focus on self-interest and personal gain, use of trickery, cynical view and lack of concern with conventional morality.
62
Locus of control
An individual's generalized belief about internal versus external control.
63
Risk seeking propensity
An individual's willingness to choose options that involve risk.

OB (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions