Fundamentals of organizational behavior 2e by dubrin ch07

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Conflict, Stress, and Well-Being

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A J DuBrin, Fundamentals of Organizational

Conflict

Is the opposition of persons or forces that gives rise to some tension.

exclusive goals, values, or events.

when persons face incompatible

choices and are emotionally

stressed as a result of the

conflict.

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Conflict in Organizations

Conflict Frames

 The differing lenses through which the disputants view a conflict situation.

Three dimensions of conflict frames:

 Relationship versus task

relationship or task orientation to a conflict

 Emotional versus intellectual

components (feeling and behaviors) of the dispute.

 Cooperate versus win

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Sources and Antecedents of Conflict

Perceived Adverse Changes

or employment opportunities that are

considered negative developments.

and increase efficiency affects both dismissed and surviving employees.

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Sexual Harassment

that results in discomfort and/or interference with the job.

– offering an explicit or implied employment-related benefit

conditioned on an exchange of sexual favors Acceptance or rejection of the offer has no bearing on the relevance of the harassment conduct.

– creating an employment environment that is perceived by the

harassed party as intimidating, hostile, or offensive.

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Line Versus Staff Differentiation

a firm in manufacturing or selling its products or services.

concerned with secondary purposes of the firm.

enforce compliance with organizational policies.

professions than to the organization.

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Significant Sexual Harassment Cases

Oncale vs Sundowner Offshore Services Inc.

 Sexual harassment is “conduct” not “cause” (i.e.,sexual desire) and is actionable even in same sex cases.

Burlington Industries vs Ellerth

 Sexual harassment threats do not have to be carried out to be

actionable.

 An affirmative defense limits employer liability if it takes action to

prohibit or remedy sexual harassment and the harassed employee did not pursue corrective opportunities offered by the employer.

Faragher vs City of Boca Raton, Florida

 Employer is liable for hostile environment whether

or not it was aware of the environment.

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Theoretical Explanations for Sexual Harassment

Gender Approach

interactions between men and women in the work place.

Role Approach

sex-based expectations in the work place.

Power Approach

economic and political superiority of men over women.

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Negative Effects of Sexual

Lowered Morale

Increased and Severe Conflict

Lowered Productivity

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Guidelines for Minimizing Sexual Harassment and Protecting the Company Against Harassment

Charges

EXHIBIT

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 Develop a zero tolerance policy on

harassment and communicate it to

your employees Inform employees

that harassment between members

of the same sex is also forbidden

 Deflect the sexual harassment

charge with an affirmative defense

First, take care to prevent and

correct promptly any sexually

harassing behavior Second, show

that an employee failed to use

internal procedures for reporting

abusive behavior

 Publicize the anti-harrassment

policies as aggressively and

regularly as possible—in

handbooks, on posters, in training

sessions, in reminders in

paychecks, and on the intranet

 Ensure that employees will not face reprisals if they report offending behavior Appoint several

managers to take complaints, and train these managers in sexual harassment issues Have at least two methods of reporting charges available such as an 800 number,

an open-door policy, or internal review procedures

 Conduct training for employees and all levels of management on anti- discrimination and antisexual harassment policies and practices

 Punishments against employees found guilty should be swift and sure

Source: Susan B Garland, “ Finally, A Corporate Tip Sheet on

Sexual Harassment,” Business Week, July 13, 1998; Jennif er

Laabs, “Steps to Protect Your Company Against Sexual

Harassment,” Workforce, October 19 98, p 41.

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Competing Work and Family

worker, spouse, and parent.

between all forms of work-family conflict

and both job and life satisfaction.

reduce work-family conflict:

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Functional and Dysfunctional

Consequences of Conflict

Functional conflict:

 Occurs when the organization’s

interests are served as a result of

 Occurs when a dispute or

disagreement harms the

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The Relationship between

Conflict Intensity and Performance

Too Much Conflict

Appropriate Conflict

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Stimulating the Right Type of Conflict within Teams

C-type ( Cognitive ) Conflict

and differences that can be dealt with more intellectually

than emotionally.

A-type ( Affective ) Conflict

dealt with more emotionally than intellectually.

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C-type ( Cognitive ) Conflict and Teams

Benefits of C-type Conflict:

activities that foster team effectiveness:

freely without fear of retribution

all team members, instead of one or two carrying the load for all.

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Conflict Management

Conflict management styles

desires (assertiveness) and satisfying the

desires of others (cooperativeness).

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concerns at the expense of

dominate.

satisfying other party’s

Granting excessive pay raises

incomplete satisfaction for

compromise.

which a win-win situation for both parties.

Agreeing to hire fewer

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Conflict-Handling Styles According

to Degree of Cooperation

and Assertiveness

Avoidant (Neglect)

Accommodative (Appeasement)

Sharing (Compromise)

Collaborative (Integration)

Competitive (Dominant)

Party’s desire to satisfy other’s concern

Source: K W Thomas, “Organizational Conflict”

in Steve Kerr (ed.), Organizational Behavior

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Conflict Resolution Methods

Confrontation and Problem Solving

resolving it systematically, emphasizing a tactful and combative approach to maintaining a harmonious

non-relationship with the other party.

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Confrontation and Problem Solving

D H Stamatis’ Six steps

come into open contact, no longer avoiding conflict.

management styles and work toward resolution.

jointly identify the source of the conflict.

parties attempt to reduce or eliminate cause of the conflict.

that agreements are being kept.

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Confront, Contain, and Connect for

workers talking to prevent future blowups.

Contain

sight and earshot of fellow workers

Remain impartial in the situation.

Connect

get at the real reasons for the

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Structural Methods

The organizational structure of a firm can create conflict among and between employees.

and reporting relationships to minimize disputes by:

organizational unit for another unit’s members.

an appeal to a higher authority

door” policy.

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Work Stress

Stress is the mental and physical condition that results from a perceived threat that cannot be dealt with readily.

and positive situations.

physical, and behavioral

health problems.

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A Cybernetic Theory of Stress,

Coping, and Well-Being in

Organizations

Stress is a discrepancy between an employee’s

perceived state of being and desired state.

the employee.

through altering the perceptions, desires, and importance surrounding the discrepancy.

discrepancies between actual conditions and a desired

state.

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Symptoms and Consequences of

Work Stress

Stressor

emotional, and/or behavioral

stress reaction.

Strain

the stress reaction has on

employee health and

well-being that coping with the

stressor brings about.

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Symptoms of Stress

Physiological

 Increased heart rate

 Elevated blood pressure

 Faster respiration rate

 Dilated pupils

 Increased perspiration

Risk factors

 Heart attacks and strokes

 Hypertension and headaches

 Decreased job performance

 Errors in concentration and judgment

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Burnout

Sources of burnout (Maslach and Leitier) are mismatches between the person and:

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Factors Contributing to Work Stress

Within the Individual

individuals).

poor eating habits, smoking, abusing

alcohol and drugs).

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Factors Contributing to Work Stress

Adverse Organizational Conditions

 Stress from high job demands and lack of control over job.

 Role overload (too much to do)

 Role underload (too little to do)

 Role conflicts

 Role ambiguity

 Emotional labor

 Repetitive strain injuries (RSI)

 Culturally diverse work force

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The Job Demands-Job Control Model

Low Job Demands Low Control

High Control

High Job Demands

Passive Job Low-strain Job

High-strain Job Active Job

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Organizational Approaches to Stress Management

 Providing emotional support to employees.

 Making wellness and fitness programs

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Providing Emotional Support to

help employees cope with job stress Supportive behaviors include:

1 Keeping communication channels open.

2 Providing the right kind of help.

3 Acting as a catalyst for change.

4 Holding back on disseminating stressful

information.

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Individual Approaches to Stress

Management

Control

Symptom Management

Escape

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