Transcript
356616027889201 Different Work Groups
001 Different Work Groups
6766560-2286002 Reasons To Join Groups
002 Reasons To Join Groups
9144000-228600People wo want to join a group will exhibit desired behaviour even prior to being asked to join group because they find self-satisfaction in practising group behaviour
Be aware that, of below, the social and economic reason is quite powerful we all like to feel good and exclusive membership
00People wo want to join a group will exhibit desired behaviour even prior to being asked to join group because they find self-satisfaction in practising group behaviour
Be aware that, of below, the social and economic reason is quite powerful we all like to feel good and exclusive membership
65836801234440006583680187452000658368010515600073152001508760Interpersonal reasons
Proximity (people in the secretarial pool)
Physical attraction (guys go to gym to harden up)
Attitudes similarity (protest groups)
Social similarity (executives forming a Board Race/gender (womens group/Philippine Club)
Abilities (volley ball team at work)
Activity based reasons (dragon boat racing team/golf)
Goals (group to complete fund drives)
00Interpersonal reasons
Proximity (people in the secretarial pool)
Physical attraction (guys go to gym to harden up)
Attitudes similarity (protest groups)
Social similarity (executives forming a Board Race/gender (womens group/Philippine Club)
Abilities (volley ball team at work)
Activity based reasons (dragon boat racing team/golf)
Goals (group to complete fund drives)
67665601143000Factors causing group formation:
00Factors causing group formation:
6400800320040Satisfies important needs (Maslow – socialization/status perhaps – intrinsic rewards etc). The more individual needs are satisfied the more important the group will be.
00Satisfies important needs (Maslow – socialization/status perhaps – intrinsic rewards etc). The more individual needs are satisfied the more important the group will be.
768096045720002834640-45720004480560-228600So….Why join groups??
00So….Why join groups??
63093603520440Example of a task group
00Example of a task group
63093603794760Project Teams
Used to generate solutions for important organizational problems
Short life span (ex. Less than 4 months)
Voluntary (secondary duty)
Pulled together quickly
No formal selection (no time)
No assigned support staff (procedures not required)
Informal communications
Informal documentation (no wide paper trails)
00Project Teams
Used to generate solutions for important organizational problems
Short life span (ex. Less than 4 months)
Voluntary (secondary duty)
Pulled together quickly
No formal selection (no time)
No assigned support staff (procedures not required)
Informal communications
Informal documentation (no wide paper trails)
5212080461772000-3657603429000Drivers forcing organizations to seek work force mgmt practices for competitive advantage such as work groups:
Deregulation
Increased global competition
Technology improvements
Cost reduction pressure
00Drivers forcing organizations to seek work force mgmt practices for competitive advantage such as work groups:
Deregulation
Increased global competition
Technology improvements
Cost reduction pressure
36576004526280003657600370332000365760031546800039319204434840Task Groups
- Work on a series of related activities
- May or may not be self directed
00Task Groups
- Work on a series of related activities
- May or may not be self directed
39319203520440Command Groups
- Exercise authority in organization
- ex. Board of Directors
00Command Groups
- Exercise authority in organization
- ex. Board of Directors
24688803520440004480560224028000118872017830800044805602286000011887202286000011887202286000026517604572000-182880411480Informal Groups
Two or more people
Interact with each other
Perceive themselves as sharing common interest/goals
Come/brought together voluntarily to accomplish activity
Formal Groups
Two or more people
Prescribed interaction patterns
Perceive themselves as sharing common interest/goals stated in organizational terms
Formal assignment to team in order to accomplish a meaningful organizational activity (mbrs are aware of group existence and their involvement in it)
Note: there will always be informal groups. If needs are met, informal groups may assist organization. In employee needs are not met, the informal groups result in polarization between management and workers.
00Informal Groups
Two or more people
Interact with each other
Perceive themselves as sharing common interest/goals
Come/brought together voluntarily to accomplish activity
Formal Groups
Two or more people
Prescribed interaction patterns
Perceive themselves as sharing common interest/goals stated in organizational terms
Formal assignment to team in order to accomplish a meaningful organizational activity (mbrs are aware of group existence and their involvement in it)
Note: there will always be informal groups. If needs are met, informal groups may assist organization. In employee needs are not met, the informal groups result in polarization between management and workers.
2011680-228600Definition of Groups
00Definition of Groups
97840802514600Cohesion
Composition
Norms
00Cohesion
Composition
Norms
6217920-137160002286000-137160006217920-1371600062179202423160005577840-137160002286000-13716000210312037947600028346403200403 Work Group Cohesiveness
Attraction to group (& reluctance to leave it)
High morale exhibited by members
Strong coordination of member effort
Results of cohesiveness:
Performance, when team/org goals align
Energetic members motivated by group goals
Less absenteeism
Members celebrate/lament group success/failure
Members value highly group membership
Members resist transfer
Become homogeneous over time
Managers can raise cohesiveness by controlling composition:
Match group task to employee characteristics
Group size (smaller more cohesive)
Clarity of goals and activities
Institutionalize role of disturbance handler
Establish common enemy (not too strong)
Time positive feedback (group based)
Note: cohesive groups play a role in ‘inclusion, stress and anxiety reduction, and self esteem’ these things are important to members but cohesion does not ensure group will be high performing in organizational ways.
003 Work Group Cohesiveness
Attraction to group (& reluctance to leave it)
High morale exhibited by members
Strong coordination of member effort
Results of cohesiveness:
Performance, when team/org goals align
Energetic members motivated by group goals
Less absenteeism
Members celebrate/lament group success/failure
Members value highly group membership
Members resist transfer
Become homogeneous over time
Managers can raise cohesiveness by controlling composition:
Match group task to employee characteristics
Group size (smaller more cohesive)
Clarity of goals and activities
Institutionalize role of disturbance handler
Establish common enemy (not too strong)
Time positive feedback (group based)
Note: cohesive groups play a role in ‘inclusion, stress and anxiety reduction, and self esteem’ these things are important to members but cohesion does not ensure group will be high performing in organizational ways.
-18288038862004 Three Team Factors That Affect Performance
Level of work group cohesion
Performance goals set by the group
Degree of agreement between group and organizational goals
004 Three Team Factors That Affect Performance
Level of work group cohesion
Performance goals set by the group
Degree of agreement between group and organizational goals
10972801508760000594360Group composition
Those that make up the group & degree of similarity or difference between them (Homogeneous/heterogeneous)
00Group composition
Those that make up the group & degree of similarity or difference between them (Homogeneous/heterogeneous)
-914401874520Impt Note: People and managers think that they work better in homo groups. Research states the opposite. People are more effective in Hetero groups due to more conflict leading to better problem solving ability. They are less susceptible to each others biases. Fact is we may feel more comfortable in homo groups, but we are more effective in hetero ones.
00Impt Note: People and managers think that they work better in homo groups. Research states the opposite. People are more effective in Hetero groups due to more conflict leading to better problem solving ability. They are less susceptible to each others biases. Fact is we may feel more comfortable in homo groups, but we are more effective in hetero ones.
106070401051560006492240-411480Managerial Principles For Controlling Work Group Norms And Member Conformity
Celebrate signs of cohesion/esprit de corps, create a desire to stay in the group (pride)
Show relationship of high standards/performance to individual needs/group rewards (make rewards observable)
Show how to compromise (all for one and one for all)
Define how individual actions achieve group goals
Enlist members in goal/norm setting
Record/publicize successes (individual and group)
Be willing to suspend norms (temporarily) to assist creativity
Make evident consequences on noncompliance with core norms
Do not expel mbrs who deviate from norms if:
They’ve been helpul to the group normally
They are high status
The group prefers helping rather than isolating deviants
Do not allow groups to become too isolated (may end up resulting in ….)
00Managerial Principles For Controlling Work Group Norms And Member Conformity
Celebrate signs of cohesion/esprit de corps, create a desire to stay in the group (pride)
Show relationship of high standards/performance to individual needs/group rewards (make rewards observable)
Show how to compromise (all for one and one for all)
Define how individual actions achieve group goals
Enlist members in goal/norm setting
Record/publicize successes (individual and group)
Be willing to suspend norms (temporarily) to assist creativity
Make evident consequences on noncompliance with core norms
Do not expel mbrs who deviate from norms if:
They’ve been helpul to the group normally
They are high status
The group prefers helping rather than isolating deviants
Do not allow groups to become too isolated (may end up resulting in ….)
640080024231604 Work Group Norms
Norms are the group’s standards for member’s behaviour. Members accept standards of behaviour (norms) in the form of the ‘compliance motive to gain rewards and escape punishment.
004 Work Group Norms
Norms are the group’s standards for member’s behaviour. Members accept standards of behaviour (norms) in the form of the ‘compliance motive to gain rewards and escape punishment.
64008003794760Properties of norms:
Police and censure member’s behaviour that does not conform
Behaviour counts, thoughts do not
Applies to effort levels and group goals, not personal matters
Norms develop over time and resist change (even as members change, become tradition)
Some have more right to deviate (senior) from norms than others (junior). Normally the higher the persons status the more right to deviate
00Properties of norms:
Police and censure member’s behaviour that does not conform
Behaviour counts, thoughts do not
Applies to effort levels and group goals, not personal matters
Norms develop over time and resist change (even as members change, become tradition)
Some have more right to deviate (senior) from norms than others (junior). Normally the higher the persons status the more right to deviate
9658356174740Boundaries between stages not always clear, each stage will last until its major issues are resolved. A work group could find itself moving backwards
00Boundaries between stages not always clear, each stage will last until its major issues are resolved. A work group could find itself moving backwards
88525354574540Performing
Minimal process losses (actual performance is near potentional performance)
Willingness to confront both interpersonal and task related issues
Members feel empowered, resolve conflict via collaboration vice negotiation/bargaining
Ability to detect emergence of process losses regardless of member status
00Performing
Minimal process losses (actual performance is near potentional performance)
Willingness to confront both interpersonal and task related issues
Members feel empowered, resolve conflict via collaboration vice negotiation/bargaining
Ability to detect emergence of process losses regardless of member status
62236354574540Norming
Normative structure emerges
Benefits of membership outweigh costs
Leadership position established
Hierarchy of roles (structure)
External threat may trigger solidarity
Threat of groupthink emerging at this stage, keep lines of communication open.
00Norming
Normative structure emerges
Benefits of membership outweigh costs
Leadership position established
Hierarchy of roles (structure)
External threat may trigger solidarity
Threat of groupthink emerging at this stage, keep lines of communication open.
35947354574540Storming
Interpersonal conflict emerges
Members are more assertive
Mbrs have info from stage 1 and now interact resulting in expected stage 2 process losses. Members must go through this to build trust and collaboration, otherwise better off as an individual leading to turnover/absenteeism
00Storming
Interpersonal conflict emerges
Members are more assertive
Mbrs have info from stage 1 and now interact resulting in expected stage 2 process losses. Members must go through this to build trust and collaboration, otherwise better off as an individual leading to turnover/absenteeism
9658354574540Forming
Assessing skills abilities & commitment
Identifying identifiable goals/behaviours
Initially focus on each other, sizing each other and the task up. Once info gathered conclusions are drawn and they are ready to move onto next stage. Leadership turbulence is characteristic of this stage
00Forming
Assessing skills abilities & commitment
Identifying identifiable goals/behaviours
Initially focus on each other, sizing each other and the task up. Once info gathered conclusions are drawn and they are ready to move onto next stage. Leadership turbulence is characteristic of this stage
622935545084000-6343654917440
6
Work Group Development
00
6
Work Group Development
62236353088640Workgroup Size Guidelines
5-11 more accurate decisions
2-5 more consensus; greater member satisfaction; anxious about performance visibility
11 + more ideas (over 20 mean actual performance/member decreases)
00Workgroup Size Guidelines
5-11 more accurate decisions
2-5 more consensus; greater member satisfaction; anxious about performance visibility
11 + more ideas (over 20 mean actual performance/member decreases)
10452735802640007138035802640008852535345440007709535688340009995535574040Group Size
00Group Size
6223635916940Versus Personal Status, like Tacnav vs a Major on crew
00Versus Personal Status, like Tacnav vs a Major on crew
6566535574040Positional Status
00Positional Status
62236351374140As group size increases:
Member participation decreases
Internal conflict impact - less agreement: more dislike amongst members; less tension; greater release of tension
Affects on performance - larger pool of talent to solve problems however process losses increase (coordination & work group structure more complicated) Also more individual effort is used to deal with process losses (groupthink, internal conflict, turnover etc)
00As group size increases:
Member participation decreases
Internal conflict impact - less agreement: more dislike amongst members; less tension; greater release of tension
Affects on performance - larger pool of talent to solve problems however process losses increase (coordination & work group structure more complicated) Also more individual effort is used to deal with process losses (groupthink, internal conflict, turnover etc)
7823835116840Work Group Structure (Aspects)
00Work Group Structure (Aspects)
-6286525405 Groupthink
Diagnosis:
We're great!
"we can achieve anything"
Morality - we are moral and upright
Negative stereotyping of the opposition
We're blind!
collective rationalization - not objective to warning signs
Mind guards sift through and eliminate negative external information
We're united!
Pressure applied to dissenters by mind guards
Self censorship - members elect silence rather than criticize decisions
Illusion of unanimity - silence (above) means consent, right?
Prescription:
We're not that great!
Assign role of critical evaluator to members on a rotating basis
We're not that blind!
Keep idea generation separate from idea evaluation to increase objectivity and reduce influence of key members
Outside experts provide guidance
Set time for exploration of warning signs
We're not that united!
Use subgroups to arrive at decisions separately
Second chance meeting - forum to express doubts
Often result of leaders who are autocratic and charismatic.
005 Groupthink
Diagnosis:
We're great!
"we can achieve anything"
Morality - we are moral and upright
Negative stereotyping of the opposition
We're blind!
collective rationalization - not objective to warning signs
Mind guards sift through and eliminate negative external information
We're united!
Pressure applied to dissenters by mind guards
Self censorship - members elect silence rather than criticize decisions
Illusion of unanimity - silence (above) means consent, right?
Prescription:
We're not that great!
Assign role of critical evaluator to members on a rotating basis
We're not that blind!
Keep idea generation separate from idea evaluation to increase objectivity and reduce influence of key members
Outside experts provide guidance
Set time for exploration of warning signs
We're not that united!
Use subgroups to arrive at decisions separately
Second chance meeting - forum to express doubts
Often result of leaders who are autocratic and charismatic.
75895203383280Managers need to know:
1. Task activity and maintenance activity needs
2. What development stage the group is in
This in addition to the following will reduce process losses:
Define and communicate WG task carefully
Idea evaluation after idea generation
Avoid groupthink
Manage group norms by rewarding desired performance
00Managers need to know:
1. Task activity and maintenance activity needs
2. What development stage the group is in
This in addition to the following will reduce process losses:
Define and communicate WG task carefully
Idea evaluation after idea generation
Avoid groupthink
Manage group norms by rewarding desired performance
74980802560320In stage 1, leader takes on responsibility for determing task/ maintenance activities. As group reaches stage 4 this is taken on by group members.
00In stage 1, leader takes on responsibility for determing task/ maintenance activities. As group reaches stage 4 this is taken on by group members.
7498080-457200Managing Groups
Task Activities
Maintenance Activities
Forming Storming Norming Performing
Maintenance activities
Task activities
00Managing Groups
Task Activities
Maintenance Activities
Forming Storming Norming Performing
Maintenance activities
Task activities
-358140-454660Work Groups and Creativity
Factors affecting Risk Taking
Organization values risk taking
Decision does not impact on org/personnel
Leader is risk oriented
Group tolerates deviation from norm vice maintaining status quo
Groups are as adverse to risk taking as are individuals
Groups are often less creative than individuals working alone for following reasons:
Establish goals
Use structured decision making
Separate idea generation from evaluation
Group ownership and accountability of ideas
Value each member's time & input
Ensure feedback from management
7 Factors contributing to low creativity:
No common goal or focus
No standard decision making method
Idea generation not separate from evaluation
Idea evaluation subjective (based on whos idea)
Ideas do not become property of group once made (individual product vice group product)
The group wastes time
Members not treated as equals (intimidated)
Some members dominate
No access to higher authority for evaluation and feedback
Pressure on members to be conform to low creativity behaviour
Group assigns blame on members (originator of idea)
So…
9 Enhancing WG Decision Making
Brainstorming
deferred judgement
supplement to individual thinking (not substitute)
Variations include stop n go, Philips 66, reverse brainstorming
Delphi Technique
Completed from different locations
Members do not know each others ID
Requires central coordinating system (-)
Considerable time and effort (-)
Process:
Anonymous recording of views
Sent to central location
Each member receives copies of results
Members input based on others ideas
Repeat process as necessary for consensus
Like building a consensus via e-mail
Nominal Group Technique
Minimizes verbal interaction among members
Idea generations separate from evaluation
Balanced participation
Effects of dominant members lessened
Highly formalized (-)
Repeated use = perception of ritual DM (-)
Process:
Members individually write ideas
Take turns presenting ideas
Each idea recorded and discussed
Each ranks ideas 1 to n
Mean average rankings determine decision
Evaluate/analyze voting pattern
Revote to determine
00Work Groups and Creativity
Factors affecting Risk Taking
Organization values risk taking
Decision does not impact on org/personnel
Leader is risk oriented
Group tolerates deviation from norm vice maintaining status quo
Groups are as adverse to risk taking as are individuals
Groups are often less creative than individuals working alone for following reasons:
Establish goals
Use structured decision making
Separate idea generation from evaluation
Group ownership and accountability of ideas
Value each member's time & input
Ensure feedback from management
7 Factors contributing to low creativity:
No common goal or focus
No standard decision making method
Idea generation not separate from evaluation
Idea evaluation subjective (based on whos idea)
Ideas do not become property of group once made (individual product vice group product)
The group wastes time
Members not treated as equals (intimidated)
Some members dominate
No access to higher authority for evaluation and feedback
Pressure on members to be conform to low creativity behaviour
Group assigns blame on members (originator of idea)
So…
9 Enhancing WG Decision Making
Brainstorming
deferred judgement
supplement to individual thinking (not substitute)
Variations include stop n go, Philips 66, reverse brainstorming
Delphi Technique
Completed from different locations
Members do not know each others ID
Requires central coordinating system (-)
Considerable time and effort (-)
Process:
Anonymous recording of views
Sent to central location
Each member receives copies of results
Members input based on others ideas
Repeat process as necessary for consensus
Like building a consensus via e-mail
Nominal Group Technique
Minimizes verbal interaction among members
Idea generations separate from evaluation
Balanced participation
Effects of dominant members lessened
Highly formalized (-)
Repeated use = perception of ritual DM (-)
Process:
Members individually write ideas
Take turns presenting ideas
Each idea recorded and discussed
Each ranks ideas 1 to n
Mean average rankings determine decision
Evaluate/analyze voting pattern
Revote to determine
40233603703320 Rules and Regulations Low task uncertainty and low interaction requirements (requirements can be foreseen and dealt with in writing)
Member Exchange Like an exchange officer
Linking roles Common boss allows for more intergroup coord
Task Forces Like a steering committee (temporary linking role)
Decoupling Separate groups due to need for fast decision making, organizational security or due to intergroup conflict
00 Rules and Regulations Low task uncertainty and low interaction requirements (requirements can be foreseen and dealt with in writing)
Member Exchange Like an exchange officer
Linking roles Common boss allows for more intergroup coord
Task Forces Like a steering committee (temporary linking role)
Decoupling Separate groups due to need for fast decision making, organizational security or due to intergroup conflict
7498080342900000102412802514600007498080251460000502920025146000040233602880360Above three elements become major obstacles to companies moving from rigid hierarchical system to one of empowered teams. Steers and black suggest following depending on tgask complexity and task uncertainty
00Above three elements become major obstacles to companies moving from rigid hierarchical system to one of empowered teams. Steers and black suggest following depending on tgask complexity and task uncertainty
73152003200400087782401965960Collaboration, cooperation and structural unification between groups working to common goals
00Collaboration, cooperation and structural unification between groups working to common goals
64008001965960Amount, timing, and quality of information necessary to produce joint decisions
00Amount, timing, and quality of information necessary to produce joint decisions
38404801965960Freq & quality of interactions between groups
00Freq & quality of interactions between groups
92354401600200Integration
00Integration
65836801600200Information flow
00Information flow
41148001600200Interdependance
00Interdependance
6217920-22860011 Inter-Group Relationships
0011 Inter-Group Relationships
4023360594360Due to task complexity and uncertainty, interactions amongst groups must be coordinated and surrounded by safety procedures to prevent errors and communication lapses.
Steers & black argue for 3 main requirements:
00Due to task complexity and uncertainty, interactions amongst groups must be coordinated and surrounded by safety procedures to prevent errors and communication lapses.
Steers & black argue for 3 main requirements:
0-457208 Extent of Participative Decision Making in Teams
Vroom-Yetton-Jaggo model 6/27
10 Extent of non-participative behaviour (Loafing)
Why it happens:
Equity of effort
Loss of personal responsibility
Reduced effort due to reward sharing
Coordination complexity (large groups)
What to do about it:
Emphasize interesting/important task aspects
Assure members their work is identifiable and significant
Tell members they should not stand for loafing
Let them know their performance will be evaluated
Have some rewards tied to individual performance
008 Extent of Participative Decision Making in Teams
Vroom-Yetton-Jaggo model 6/27
10 Extent of non-participative behaviour (Loafing)
Why it happens:
Equity of effort
Loss of personal responsibility
Reduced effort due to reward sharing
Coordination complexity (large groups)
What to do about it:
Emphasize interesting/important task aspects
Assure members their work is identifiable and significant
Tell members they should not stand for loafing
Let them know their performance will be evaluated
Have some rewards tied to individual performance
-27432027889201. Types of work groups
2. Why individuals join work groups and organizations
3. Importance of work group cohesiveness
4. Work group cohesiveness related to performance & impact of goals and group norms
5. Group think and actions to correct;
6. Stages of group development and management implications
7. Problems that curtail group creativity
8. Role of participation in group decision making
9. How to make group making more creative and efficient
10. Social loafers and corrective action
11. Strategy for inter group relationships
12. Intergroup conflict and how to deal with it.
001. Types of work groups
2. Why individuals join work groups and organizations
3. Importance of work group cohesiveness
4. Work group cohesiveness related to performance & impact of goals and group norms
5. Group think and actions to correct;
6. Stages of group development and management implications
7. Problems that curtail group creativity
8. Role of participation in group decision making
9. How to make group making more creative and efficient
10. Social loafers and corrective action
11. Strategy for inter group relationships
12. Intergroup conflict and how to deal with it.
39319205074920Work Group Dynamics
00Work Group Dynamics
5760720-457200097840803611880Define the problem
Gather information
Courses of action
Best course of action
Implement solution
Evaluate solution
Put in place measures to avoid repeat of conflict.
00Define the problem
Gather information
Courses of action
Best course of action
Implement solution
Evaluate solution
Put in place measures to avoid repeat of conflict.
65836803520440Needs integrated for permanent solution. Process as follows:
Objectively define problem & share facts;
Clearly state problem;
Focus on facts, not areas of disagreement;
Objective discussion of facts and problem;
Determine alternatives for best mutual solution
Develop criteria for assessing solution;
Define all agreements as tentative until all aspects addressed;
Hve parties take ownership of solution
00Needs integrated for permanent solution. Process as follows:
Objectively define problem & share facts;
Clearly state problem;
Focus on facts, not areas of disagreement;
Objective discussion of facts and problem;
Determine alternatives for best mutual solution
Develop criteria for assessing solution;
Define all agreements as tentative until all aspects addressed;
Hve parties take ownership of solution
51206403611880COLLABORATION
00COLLABORATION
65836802788920Negotiation when parties have equal power and fixed resources to be divided. Parties distort information, emotional appeals; argue their positions. Goals important but not worth disruption of more assertive means; opponent has equal power and mutual goals; temporary solution; excessive time pressure dictates expedient solutions; back up when collaboration fails.
00Negotiation when parties have equal power and fixed resources to be divided. Parties distort information, emotional appeals; argue their positions. Goals important but not worth disruption of more assertive means; opponent has equal power and mutual goals; temporary solution; excessive time pressure dictates expedient solutions; back up when collaboration fails.
52120802880360COMPROMISING
00COMPROMISING
65836802148840Use of power, coercion, pressure through intimidation. Crisis situations; issue important & unpopular actions required; organization welfare at stake & manager knows he is right; competitive pressure.
00Use of power, coercion, pressure through intimidation. Crisis situations; issue important & unpopular actions required; organization welfare at stake & manager knows he is right; competitive pressure.
52120802240280FORCING
00FORCING
64922401417320Used when fear losing a friend; avoid structural solution (mgmt imposed);; Manager decides he is wrong; issue more important to others than DM; to minimize losses; winning the battle may cost the war (cost/benefit again); employee development (learn by their mistakes)
00Used when fear losing a friend; avoid structural solution (mgmt imposed);; Manager decides he is wrong; issue more important to others than DM; to minimize losses; winning the battle may cost the war (cost/benefit again); employee development (learn by their mistakes)
51206401508760ACCOMODATING
00ACCOMODATING
6492240777240Short term. Used when issue is relatively trivial; decision maker believes no chance at satisfaction (what’s the use); costs/benefit analysis (resolution costs vs. solution benefits); when time is needed for people to calm down; when time needed for gathering info.
00Short term. Used when issue is relatively trivial; decision maker believes no chance at satisfaction (what’s the use); costs/benefit analysis (resolution costs vs. solution benefits); when time is needed for people to calm down; when time needed for gathering info.
5212080868680AVOIDING
00AVOIDING
5760720594360008321040-137160006217920137160Assumption: conflict is presently at undesirable high levels
00Assumption: conflict is presently at undesirable high levels
7132320-50292012 Conflict Management
0012 Conflict Management
-274320-4114802 views
Inter-Group Competition/Conflict
Dysfunctional (bad) for organization
Unavoidable byproduct but manageable
Traditional view
Suppression of conflict through norms
Established TOAs
Eventually management intervenes
Contemporary view
Conflict useful deviation from status quo
If managed, positive byproducts emerge
Suppression of conflict costly
Too much harmony is suspicious
002 views
Inter-Group Competition/Conflict
Dysfunctional (bad) for organization
Unavoidable byproduct but manageable
Traditional view
Suppression of conflict through norms
Established TOAs
Eventually management intervenes
Contemporary view
Conflict useful deviation from status quo
If managed, positive byproducts emerge
Suppression of conflict costly
Too much harmony is suspicious
