Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
MGT Test 1
Midterm
| Question | Answer |
|---|---|
| Conflict resoultion is? | The act of resolving a, controversy, disagrement, fight, war, misunderstanding, love spat, etc. |
| Conflict is the result of? | Differing needs, perceptions, assumptions, and/or values. |
| Name the five types of forms of conflict resoulution? | Conquest approach, Avoidance approach, Bargining approach, Bandaide approach, Role Player approach. |
| Conquest Approach | A battle to win, Gain advantage, Attain dominance in the relationship. |
| The Avoidance Approach | Lack the confidence to deal with conflict, believe and hope that conflicts will go away, Assumes that time heal all wounds. |
| The Bargining Approach | Demands and intrests are traded, Needs, values, and personal feelings are compromised away,Spin-off conflicts can often occur. |
| The Bandaide Approach | Moving employees into diffrent shifts, Relocating desk or reassinging to diffrent groups, Failure to adress the underlying problem. |
| The Role player Approach | People act only from their roles, "because I said so",Continued inequality can lead to future damaging conflict. |
| The Ingredients of Conflict are | Diversity and Differences |
| Needs | These are essential to our well being |
| Perceptions | Diffrences of interpretation of reality |
| Power | Use of preceived or real influence |
| Value | Individual beliefs or pricples that are impotant to us |
| Feelings and emotions | These can influence and individual's reaction to conflict |
| Internal Conflicts | Unsure of one's values, feelings, and wants |
| Dr. weeks survey of words most associated with conflict | Fight; Pain; War; Hate; Avoid; Loss; Fear; Bad; Anger; Fear; Wrongdoing; Destruction; etc.. |
| Benefits of successful conflict resoulution | Better working relationships, Improved productivity |
| What four elemants must be meet in order to be a workplace conflict | Jobs Interdependent, Anger among one of the parties, Perception of other being a fault, It causes a business problem |
| What is the most easiest conflict to resolve? | An conflict between two people. |
| Six part of conflict structure are | Interdependency, Intrested Parties, Constituent Representation, Negotiator Authority, Critical Urgency, Communication Channels. |
| Interdependency | How much parties need each other, If high cost of resolving is high |
| Number of Intrested Parties | As number increses, more diffucult to resolve |
| Constituent representation | Do parties represent others? |
| Negotiator Authority | Does representative have authority to make concessions on behalf of others. |
| Communication Channels | Same time same place dialogue produces far better. |
| Name some of the costs of conflicts? | Wasted time, Bad decisions, Loss of good employess, Lost work time, Health Costs |
| Hints to avoid conflicts | Discipline not apllied until parties are given a chance, Be senetive to relationship amoung employees, Encourage employees to talk. |
| The three ways to resolve conflict | Power Contest, Right Contest, Interest recognciliation. |
| Power Contest | Diputants physical strength, threats, loud voice to coerce opponents |
| Right Contest | Diputants appeal to a source of authority to determine that their right are more legitimate ex Parents, Boss, Court of Law |
| Interest recognciliation | Disputants work in a collaborative manner to come up with a solution, trust, generosity |
| Natural Tendencies | Fight or Flight |
| Essential Process of Mediaion | Directly between disputents, No wal-away, No Power play, Discussion of the issue to be resolved, Sustain dialuge long enough to find soulution |
| To resoleve conflict... | there mmust be dialogue; dialogue meus be iven time; and dialogue must be facilitated by someone. |
| Managerial Mediation Steps | Identify the Conflict, decide to Mediate, hold Preliminary meetings, plan the context, hold a thee-way meeting,folloe up. |
| Wrong reasons to mediate | To establish innocence or guilt, to punish, to decide right or wrong |
| Definition of Negotiation | Negotiation is the means by which people deal with their diffrences |
| The five elements common to negotiation situations. | Two or more parties; interdependece; common goals; flexibility; decision-making ability. |
| Five Bargaining Styles | Avoiding, Accommodative, Collaborative, Competing, Compromising |
| Without Interdepedecy... | Their is no reson to negotiate, no motivation to reach an aggreement. |
| Common goals of negotiations | Context, Realtionship |
| Context | the substance or specfics in the agreement |
| Relationship | how the parties want to be viewed by each other |
| BATNA | Best Alternative to Negotiation agreement |
| Four Stages of Negotiation | Preperation, Opening Session, Bargaining, Settlement. |
| RV=Walk away Price | True |
| Batna=Walk away Price | False |
| What is posturing | Blow off stem, show degust |
| Why is saving face important | Avoid emmbarrisment, Payback |
| Ditributive Bargaining Definition common terms | Win-lose, fixed Pie |
| What are the three components of distributive bargaining | Parties view each oter as adversary, Objective to maximize personal self interest, expectation of no future relationship |
| ZOPA | Zones of possible agreement |
| Opening or Intial offers (anchoring) | Force you to get closer to that price |
| What happens at settlement | two sides agree upon a deal |
| Intergrative Bargaining definition | A negotiating process in which parties strive to intergrate their intrest as effectively as possible |
| The difrence between ditributive bargaining and intergative bargaining. | Distributive try to maximize self intrest win-lose, while intergrative bargining intergrate both parties intrest win-win |
| Thompson's Pyramid Model Level 1 | Agreement- Exceeds both parties reservation points |
| Thompson's Pyramid Model Level 2 | Superior Agreement- Create additional value for both parties |
| Thompson's Pyramid Model Level 3 | Parteo Optimal-Maximum value for both parties |
| Successful Intergrative Bargaining requires | Willing paticipation; Relationship; Collaborative Atmosphere; Packaging. |
| The Categoriztion Model of Intergrative Bargaining | Identify all issues, classify each issue compatible, exchange, distributive; agree on all compatible issues; trade or exchange issues; use distributive bargaining. |
| What is Power in a negotiation | the ability to induce the other party to settle for less |
| What is Leverage in a negottiation | The power to achieve goals. |
| BATNA is the most... | essential bargaining power; should keep concealed |
| Creating Persuasive Arguments three keys | Passion, Logic, Character |
| Passion | focus on emotions appealing to fairness |
| Logic | Focus on information presenting mathematical estimates |
| Character | Focus on the person citing thier reputation for honesty |
| Comunication... | verbal and nonverbal |
| Definition of Ethics | is the study of morality |
| Ethical beliefs... | Is bases for ones values |
| Values reflect beliefs... | About ends and means of achieving goals |
| Behavorial rules... | are the accepted customs, standards, or models for ethical actions. |
| Three priciple theories of ethics | Ethics of purpose; ethics of priciple; ethics of consequence |
| Appropriate tatics of negotiation | High opening demand |
| Inappropriate tactis during negotiations | lying, bribery, threaten |
| Trust is.... | essential to negotiations |
| Negotiations... | enable cooperative behavior |
| Five bases of trust | Deterrence-based trust; self-intrest trust; Relational trust; Identity-based trust; Institutional-based trust |
| Deterrance-based truset | imposed penalties, contruction contract |
| Self Intrest trust | mutually advnatageous |
| Relational trust | reliability in past performance |
| Identity based trust | similar to relational trust but itensity creates an us culture |
| Institutional-based trust- | imposed by the situation |
Created by:
tidey4
Popular Management sets