Organisational Management and Behaviour Part 3 Flashcards
(132 cards)
1
Q
What is the definition of conflict?
A
Conflict is a process that begins when one party perceives that another party has negatively affected—or is about to negatively affect—something the first party cares about.
2
Q
What are the key elements of conflict?
A
- Incompatibility of goals
- Different interpretations of facts
- Disagreements based on behavioural expectations
3
Q
What is functional conflict?
A
Constructive; supports group goals and performance.
4
Q
Provide an example of functional conflict.
A
Debating the best way to improve productivity.
5
Q
What is dysfunctional conflict?
A
Destructive; hinders performance.
6
Q
Provide an example of dysfunctional conflict.
A
Personal power struggles that distract from tasks.
7
Q
What is task conflict?
A
Disagreement about the content or goals of the work.
8
Q
What is relationship conflict?
A
Interpersonal tension, personality clashes.
9
Q
What is process conflict?
A
Disagreement over how work is done.
10
Q
How does task conflict impact performance at different management levels?
A
- Top management: Often positive
- Lower levels: Often negative
11
Q
What is the optimal level of task conflict?
A
Moderate level enhances creativity and critical thinking.
12
Q
True or False: Task conflict is likely harmful when paired with relationship conflict.
A
True.
13
Q
What is the psychological impact of relationship conflict?
A
Emotionally exhausting and difficult to resolve.
14
Q
What are common issues in process conflict?
A
- Delegation of tasks
- Role ambiguity or overlap
15
Q
What is dyadic conflict?
A
Conflict between two individuals.
16
Q
What is intra-group conflict?
A
Conflict within a group or team.
17
Q
What is inter-group conflict?
A
Conflict between different teams or departments.
18
Q
What are the three major sources of potential opposition or incompatibility?
A
- Communication
- Structure
- Personal variables
19
Q
What is cognition in the context of the conflict process?
A
Perceived conflict; awareness that a disagreement exists.
20
Q
What does personalisation refer to in the conflict process?
A
Felt conflict; emotional involvement such as tension, anxiety, and frustration.
21
Q
What are the five conflict-handling intentions?
A
- Competing
- Collaborating
- Avoiding
- Accommodating
- Compromising
22
Q
What is the competing intention in conflict handling?
A
Assertive and uncooperative; involves using aggressive behavior to get one’s own way.
23
Q
What does collaborating in conflict handling involve?
A
Jointly resolving the solution with the best solution agreeable to everyone.
24
Q
What is the avoiding intention in conflict handling?
A
Unassertive and uncooperative; passively ignoring the conflict.
25
What does accommodating in conflict handling involve?
Unassertive and cooperative; passively giving in to the other party.
26
What is the compromising intention in conflict handling?
Mid-level assertiveness and cooperativeness; involves give-and-take decisions.
27
What are the functional outcomes of conflict?
* Improves decision quality
* Stimulates creativity and change
* Prevents groupthink
* Increases engagement and critical thinking
28
What are the dysfunctional outcomes of conflict?
* Reduces trust and satisfaction
* Disrupts communication and cohesion
* Shifts focus from goals to infighting
* May halt group functioning entirely
29
What is negotiation?
A process in which two or more parties decide how to allocate scarce resources.
30
What are the two types of bargaining?
* Distributive Bargaining
* Integrative Bargaining
31
What is distributive bargaining?
A negotiation approach focused on dividing a fixed amount of resources.
32
What is integrative bargaining?
A negotiation approach focused on finding mutually beneficial solutions.
33
What is the target point in negotiation?
Preferred outcome (ideal goal).
34
What is the resistance point in negotiation?
Minimum acceptable outcome (walk-away point).
35
What is the first stage of the negotiation process?
Preparation and Planning.
36
What influences negotiation effectiveness?
* Personality
* Moods & Emotions
* Culture
* Gender
37
What personality trait may lead to personal gains but harm relationships in negotiation?
Psychological entitlement.
38
How does anger affect negotiation?
May prompt concessions if power is balanced.
39
How do gender differences manifest in negotiation?
* Women: More cooperative, less assertive
* Men: More assertive, value status and economic outcomes
40
What role does reputation play in negotiation?
Built through consistent, honest behaviour; encourages openness and win-win solutions.
41
What are the three types of third-party negotiators?
* Mediator
* Arbitrator
* Conciliator
42
What does a mediator do?
Facilitates communication and mutual understanding.
43
What is the role of an arbitrator?
Has authority to dictate a settlement.
44
What does a conciliator do?
Explores underlying issues, proposes solutions, interprets communication.
45
What are the types and loci of conflict?
* Types: Task, relationship, process
* Loci: Dyadic, intra-group, inter-group
46
What are the five stages of negotiation?
* Preparation and planning
* Defining ground rules
* Clarifying and justifying
* Bargaining and problem solving
* Closure and implementation
47
What individual differences influence negotiation?
* Personality
* Mood
* Emotion
* Gender
* Culture
48
What are the three types of conflict?
Task, relationship, process
## Footnote
These types categorize conflicts based on their nature.
49
What are the loci of conflict?
Dyadic, intra-group, inter-group
## Footnote
These loci refer to the levels at which conflicts can occur.
50
What determines whether conflict is functional or dysfunctional?
Depends on intensity, context, and management
## Footnote
The outcome of conflict can vary based on how it is handled.
51
What are the stages in the conflict process?
Potential opposition, Cognition and personalization, Intentions, Behaviour, Outcomes
## Footnote
This outlines the progression of conflict from start to finish.
52
What is the difference between distributive and integrative bargaining?
Distributive is competitive, integrative is collaborative
## Footnote
Distributive bargaining focuses on dividing a fixed resource, while integrative seeks mutual gain.
53
What are the five stages of negotiation?
Preparation and planning, Defining ground rules, Clarifying and justifying, Bargaining and problem solving, Closure and implementation
## Footnote
These stages outline the negotiation process.
54
What individual differences can influence negotiation?
Personality, mood, emotion, gender, and culture
## Footnote
These factors can significantly affect negotiation outcomes.
55
True or False: Skills required for negotiation are not developable.
False
## Footnote
Negotiation skills can be learned and improved over time.
56
What is the definition of organisational culture?
A system of shared meaning held by members that distinguishes one organisation from another.
## Footnote
Other definitions include: “The way we do things around here” (Deal & Kennedy, 1982) and a pattern of basic assumptions developed to cope with external adaptation and internal integration.
57
What are artefacts in organisational culture?
Observable elements such as ceremonies, language, dress codes, office layout, and rituals.
## Footnote
Artefacts are the visible level of organisational culture.
58
What are espoused values?
Declared values such as innovation, sustainability, quality, and equality.
## Footnote
Espoused values are partially visible in organisational culture.
59
What are basic assumptions in organisational culture?
Deeply held beliefs that guide daily behaviour and are hard to observe and change.
## Footnote
Basic assumptions represent the invisible level of culture.
60
Describe the Power Culture type in Handy's model.
Centralised control where authority is held by a dominant figure or group; decisions are made via influence or charisma.
61
Describe the Role Culture type in Handy's model.
Bureaucratic structure where logic, rules, and procedures guide decision-making.
62
Describe the Task Culture type in Handy's model.
Project-based culture focused on results, flexibility, and innovation.
63
Describe the Support Culture type in Handy's model.
People-focused culture that emphasises relationships, trust, and individual interests.
64
What are the four types in Quinn & Cameron's Competing Values Framework?
* Clan (Collaborate)
* Adhocracy (Create)
* Hierarchy (Control)
* Market (Compete)
65
What is a strong organisational culture?
Core values are intensely held and widely shared, creating cohesion, loyalty, and behavioural consistency.
66
What is a weak organisational culture?
Core values are not clearly defined or widely accepted, leading to inconsistent behaviour and divergent views.
67
What are the five functions of organisational culture?
* Boundary-defining
* Identity
* Commitment
* Stability
* Sense-making & control
68
What is an Ethical Work Climate (EWC)?
Shared perceptions of right and wrong behaviour in an organisation.
69
What are the common Ethical Climate types according to Ethical Climate Theory?
* Instrumental
* Caring
* Independence
* Law & Code
* Rules
70
What are signs of a toxic culture?
* Pressure to hide identity
* Overwork is the norm
* Hyper-competitiveness
71
What is the impact of positive culture on organisational performance?
Aligned goals, motivation, and trust lead to higher engagement and performance.
72
What are the challenges when culture becomes a barrier?
* Change management
* Diversity issues
* Risk of diluting diverse perspectives
73
What is the significance of cultural fit in mergers and acquisitions?
Cultural incompatibility is a major reason for M&A failure; 58% of mergers fail due to cultural clash.
74
What are the key mechanisms to keep a culture alive?
* Success reinforces culture
* Selection & Reward
* Socialisation
* Modelling Behaviours
75
What are organisational stories?
Narratives about key people, events, or decisions that reinforce values and help new employees understand the culture.
76
What are rituals in organisational culture?
Repetitive activities that express and reinforce key organisational values.
77
What are symbols in organisational culture?
Physical or material elements that reflect and reinforce cultural values.
78
What is the difference between espoused values and enacted values?
Espoused values are declared, while enacted values reflect actual behaviour.
79
What are the key characteristics of an ethical culture?
* High risk tolerance
* Focus on both means and ends
* Long-term stakeholder focus
80
What can managers do to create an ethical culture?
* Be visible role models
* Provide protective mechanisms
* Reward ethical acts
* Provide training on ethical behaviours
81
What should managers focus on to create a positive culture?
* Build on employee strengths
* Reward more than punish
* Emphasise individual growth and vitality
82
What is the relationship between organisational culture and national culture?
Organisational culture may transcend national borders but must adapt to local norms.
83
What is Organisational Structure?
The way in which job tasks are formally divided, grouped and coordinated.
84
What are the two basic principles organizations are designed around?
* Division of labour into various tasks
* Coordination of these tasks to accomplish the activity
85
Why is Organisational Structure important?
It provides clarity on roles, reporting lines, and collaboration.
86
What does differentiation in organizing involve?
* Different units working on different tasks
* Division of labor and specialization
87
What is integration in the context of organizing?
The coordination of differentiated units into an overall product.
88
What are the key elements of Organisational Structure?
* Work specialisation
* Departmentalisation
* Chain of command
* Span of control
* Centralisation & decentralisation
* Formalisation
* Boundary spanning
89
What is work specialisation?
The degree to which activities are subdivided into separate jobs.
90
What are the benefits of work specialisation?
* Efficiency & speed
* Skill development through repetition
* Lower training costs
91
What are the drawbacks of excessive work specialisation?
* Boredom, stress, fatigue
* Poor quality & low productivity
* High absenteeism and turnover
92
What is functional departmentalisation?
Grouping jobs by function (e.g., HR, accounting, operations).
93
What is product-based departmentalisation?
Grouping by product/service line (e.g., groceries vs liquor brands).
94
What does chain of command clarify?
Who reports to whom within the organization.
95
What is the concept of authority in chain of command?
The right to give orders and expect compliance.
96
What is the definition of span of control?
The number of individuals a manager can efficiently and effectively direct.
97
What is centralisation in organisational structure?
Decision-making concentrated at the top of the organization.
98
What is decentralisation in organisational structure?
Decision-making pushed to lower levels in the organization.
99
What does formalisation refer to?
The degree to which there are rules and regulations directing employees and managers.
100
What is boundary spanning?
Interacting with people outside one's formal group.
101
What are the key features of a Simple Structure?
* Low departmentalisation
* Wide span of control
* Centralised authority
* Minimal formalisation
102
What are the strengths of a Simple Structure?
* Fast
* Flexible
* Low cost
* Clear accountability
103
What are the limitations of a Simple Structure?
* Not scalable
* Information overload at the top
* Risky dependence on one decision maker
104
What defines a Bureaucracy structure?
* Standardised tasks & procedures
* High specialisation
* Functional grouping
* Centralised decision-making
105
What are the advantages of a Bureaucracy structure?
* Standardizes activities efficiently
* Economies of scale
* Accepts lower quality employees
106
What are the disadvantages of a Bureaucracy structure?
* Creates subunit conflicts
* Obsessive concern with following rules
107
What is a Matrix Structure?
An organizational structure that groups people and resources by function and product.
108
What are the challenges of a Matrix Structure?
* Dual authority leading to role conflict
* Ambiguity in decision-making
* Power struggles between managers
109
What characterizes a Virtual Structure?
* Highly centralised control
* Minimal departmentalisation
* Operates through external contracts
110
What are the advantages of a Virtual Structure?
* Flexibility
* Low overhead
* Global talent access
111
What is the impact of Organizational Strategy on structure?
Organizations align structure to achieve strategic goals.
112
What is the Mechanistic Model?
High specialisation & formalisation, clear chain of command, centralisation.
113
What is the Organic Model?
Cross-functional teams, decentralisation, wide span of control.
114
What factors influence organisational structure?
* Organisational strategies
* Environment
* Organisation size
* Institutions
* Technology
115
What are the effects of organizational size on structure?
Larger organizations tend to have more specialisation, departmentalisation, and formalisation.
116
How does technology influence organisational structure?
Structures adapt based on routine vs. non-routine technologies.
117
What is the impact of the environment on organisational structure?
The environment includes outside institutions that can affect performance.
118
What is meant by 'organic structure'?
An organic structure is characterized by flexibility, adaptability, and decentralized decision-making.
## Footnote
Organic structures are suitable for environments that are scarce, dynamic, and complex.
119
What influences an organisation's structure?
An organisation's structure is influenced by its environment, including:
* Suppliers
* Customers
* Competitors
* Government regulatory agencies
* Public pressure groups
## Footnote
These external factors can significantly affect an organisation's performance.
120
What are the key dimensions of an organisation's environment?
The key dimensions are:
* Capacity: Resource availability (abundant → scarce)
* Volatility: Stability vs. rapid change
* Complexity: Homogeneous vs. diverse environment
## Footnote
These dimensions help determine the appropriate organisational structure.
121
How does scarcity and complexity influence organisational structure?
Scarcity, dynamic, and complex environments lead to an organic structure, while abundant, stable, and simple environments lead to a mechanistic structure.
## Footnote
This alignment is crucial for organisational effectiveness.
122
What does institutional theory suggest about organisational structures?
Institutional theory suggests that structures may reflect social norms rather than just performance needs.
## Footnote
This means that organisations might adopt certain structures due to societal expectations.
123
What are sources of institutional pressure?
Sources include:
* Regulatory (e.g., government contract compliance)
* Cultural (e.g., authority expectations in high power distance societies)
* Tradition/inertia (e.g., 'this is how it’s always been')
* Mimicry (e.g., copying successful firms to appear modern)
## Footnote
These pressures can influence how organisations are structured.
124
What is the impact of mechanistic structures on employee preferences?
Mechanistic structures are preferred by employees valuing stability, routine, and formal rules.
## Footnote
Satisfaction in these structures is linked to procedural fairness.
125
What is the impact of organic structures on employee preferences?
Organic structures are preferred by employees valuing autonomy, adaptability, and creativity.
## Footnote
Satisfaction in these structures is linked to interpersonal fairness.
126
How do cultural contexts influence structure preferences?
High power-distance cultures tend to prefer mechanistic structures, while low power-distance cultures tend to prefer organic structures.
## Footnote
This reflects the cultural values regarding authority and autonomy.
127
What are the core elements of organisational structure?
Core elements include:
* Specialisation
* Departmentalisation
* Chain of command
* Span of control
* Centralisation
* Formalisation
* Boundary spanning
## Footnote
These elements define how tasks and responsibilities are organized within an organisation.
128
What are common organisational designs?
Common organisational designs include:
* Simple structure
* Bureaucracy (functional/divisional)
* Matrix structure
## Footnote
Each design has its own advantages and is suitable for different types of organisations.
129
What are modern alternatives to traditional organisational structures?
Modern alternatives include:
* Virtual structures
* Team-based structures
* Circular structures
## Footnote
These designs support flexibility and collaboration.
130
What is the aim of downsizing in organisations?
Downsizing aims to create leaner organisations but may harm morale and increase stress if poorly managed.
## Footnote
It can also lead to talent loss.
131
What factors influence structural choices in organisations?
Structural choices are influenced by:
* Strategy
* Size
* Technology
* Environment
* Institutional pressures
## Footnote
Understanding these factors helps in designing effective organisational structures.
132
How does alignment between structure and employee needs affect performance?
Satisfaction and performance improve when there is alignment between structure, task, individual needs, and cultural context.
## Footnote
This highlights the importance of considering employee preferences when designing structures.
