1. Management 103
Reyna Ria C. Avelino
BSBA 4

2.  Conflictarises from disagreements over the
goals to attain or the methods used to
accomplish these goals.

3.  INTRAPERSONAL CONFLICT.Conflict can occur
within an employee, between individuals role
conflict (different role expectations) and role
ambiguity (lack of clarity over how to act).
 INTERPERSONAL CONFLICT. conflicts are a
serious problem to many people because they
deeply affect a person’s emotions. There is a
need to protect one’s self image and self
esteem from damage by others.

4.  INTERGROUP CONFLICT. Intergroup conflict
between different departments also cause
problems.
 Conflictarise from such causes as
different viewpoints, group
loyalties, and competition for
resources.

5.  Organizational Change:
People hold differing views
over the direction to go,
the routes to take and
their likely success, the
resources to be used, and
the probable outcomes.
 Personality clashes: Not
everyone thinks, feels,
looks, or acts alike.

6.  Different sets of values: People also hold
different sets of belief and value systems.
 Threats to status: When one’s status is
threatened, face saving becomes a powerful
driving force as a person struggles to
maintain a desired image. Conflict may arise
between the defensive person and whoever
created a threat to status.
 Contrasting perceptions: People “see” or
perceive things differently as a result of their
prior experiences and expectations.

7. Advantages
 People are stimulated to search for improved
approached that lead to better results
 Once-hidden problems are brought to the
surface, where they may be confronted and
solved

8. Disadvantage
 Cooperation and teamwork may
deteriorate
 Distrust may grow among people
who need to coordinate their
efforts
 For individuals, some may feel
defeated, while the self-image
of others will decline, and this
stress level will rise
 The motivation level of some
employees will be reduced

9. Causes of Conflicts:
1. Organizational Change
2. Personality Clashes
3. Different Sets of Values
4. Threats to Status
5. Contrasting Perceptions
Perceptions of Conflicts:
1. Constructive
2. Destructive
Participant Intentions:
1. Winning
2. Losing

10. Resolution Strategies:
Cont. 1. Avoiding
2. Smoothing
3. Forcing
4. Confronting
Conflict Outcomes:
1. Lose-Lose
2. Lose-Win
3. Win-Lose
4. Win-Win

11.  Avoiding-Physical or
mental withdrawal from
the conflict
 Smoothing-
Accommodating the
other party’s interests
 Forcing- Using Power
tactics to achieve a win
 Confronting – facing the
conflict directly, and
working it through to a
mutually satisfactory
resolution.

12.  Assertiveness is the
process of expressing
feelings, asking for
legitimate changes, and
giving and receiving
honest feedback. An
assertive individual is
not afraid to request
that another person
change an offensive
behavior and is not
uncomfortable refusing
unreasonable request
from someone else.

13.  Describe the Behavior
 Express your Feelings
 Emphatize
 Negotiate a Change
 Indicate Consequences

14.  “You have been arriving late almost every
day for the past two weeks. This is
unacceptable in an office that prides itself
on prompt customer service beginning at 8
a.m. I recognize that there may be
legitimate reasons for tardiness on occasion,
but I want you to get to work on time most
days in the future. If you don’t, I will insert a
letter into your personnel file and also note
your behavior on your six-month
performance appraisal. Will you agree to
change?”

15.  TAis the study of social transactions between
people.
 The objective of TA is to provide better
understanding of how people relate to one
another, so that they may develop improved
communication and human relationships.

16.  Parent ego state is in control may be
protective, controlling, nurturing, critical, or
instructive.
 Adult ego state will appear as rational,
calculating, factual, unemotional behavior. It
tries to upgrade decisions by seeking facts,
processing data, estimating probabilities.
 Child
ego state reflects the emotions
developed in response to childhood
experiences. It may be spontaneous,
dependent, creative, or rebellious.

17.  Organizations that have
used TA report that it has
been moderately successful.
Training in TA can give
employees fresh insights
into their own personalities,
and it also can help them
understand why others
sometimes respond as they
do.
 A major benefit is improved
interpersonal
communication.

18.  Power is the ability to influence other
people and events. It is the leader’s stock-
in- trade, the way that leaders extend their
influence to others.
 Organizational politics refers to behaviors
that enhance or protect a person’s self-
interest. These behaviors may be used to
help attain a promotion, sell higher
management on the merits of a proposal
that will expand one’s responsibilities and
resources, or gain personal visibility.

19.  PERSONAL POWER. It is the
ability of leaders to develop
followers from the strength
of their own personalities.
 LEGITIMATE POWER. It
arises from the culture of
society by which power is
delegated legitimately from
higher established
authorities to others.

20.  EXPERT POWER. It is power that
arises from a person’s knowledge
of and information about a
complex situation. It depends on
education, training and
experience, and so it is an
important type of power in our
modern technological society.
 REWARD POWER. It arises from an
individual’s ability to give pay
raises, recommend someone for
promotion or transfer, o even make
favorable work assignments.

21.  COERCIVE POWER. The capacity to punish
another (or at least to create a perceived
threat to do so). Managers with coercive
power can threaten an employee’s job
security, make punitive changes in someone’s
work schedule, or (at the extreme)
administer physical force.

22.  SocialExchange- it relies on the powerful
norm of reciprocity in society, where two
people in a continuing relationship feel a
strong obligation to repay their debts to each
other.
 Alliances-
two or more persons join in a
longer-term power group to get benefits that
they mutually desire.

23.  Identification with Higher Authority - often
this identification gains you special privileges
and in many cases you become recognized as
a representative or spokesperson for the
more powerful figure.
 Controllof Information – the one who
controlled access to the president, and he
partly controlled the flow of information
both to and from the president. He handled
power affectively and gradually became a
major influence in the corporation.

24.  SelectiveService - give service selectively
to your supporters.
 Power and Status Symbol -imply that you
are an important person in the firm.
 Power Plays - to grab power from others.
 Networks - join or form interest groups that
have a common objective.