CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 07458

Advanced Organizational Management

Chapter 8: Solving Problems and Resolving Conflict

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 074582

Advantages of Group Problem-Solving

Develop more alternatives Increased amount of knowledge sharing Implementation effectiveness More acceptance of decisions Increased energy level Improved personal decision-making skills Increased ability to solve problems Creation of interactive environments

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 074583

Disadvantages of Team Activities

Resistance to new approaches Lack of group participation High cost related to group problem-solving Free riders; gain benefits without contributing Barriers imposed by managers Domination by team members; few dominate

Groups can become unknown tools for advancing hidden agendas of dominating members

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 074584

Groupthink

The tendency to conform automatically and uncritically to a group judgment even though there are dangers Caused by high group cohesion, five aspects in

decision-making, invulnerability, morality, and pressure

Combat by assigning a critical evaluator in the group

Resistance facilitation Interpersonal conflict and ineffectiveness

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 074585

Group Decision-Making—Evidence

Development of creative solutionsConflicts among group membersRisk involved in group decisionsGroup ownership of decisionsDifferences in members’ opinions

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 074586

T-Group

Grandfather of intervention techniques; introduced in 1947

No agenda—no anxietiesGoal is to get members to give non-evaluative

feedback to each otherConsists of 10–15 participants with 1–2 trainersSimilar to sensitivity trainingAdvantages and disadvantages

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 074587

Delphi Technique

Basic procedures require participants to provide their opinions independently

Requires two groups Monitor or staff group Respondent or participant group

Advantages and disadvantagesElectronic Delphi technique reduces the time

necessary by using a computer to provide summary and feedback

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 074588

Nominal Group Technique (NGT)

Group first generates a list of ideas about a given problem, discusses each idea, and then ranks the ideas

It is a structured processLarger groups will need to be divided into

smaller groups that will come back together to rank ideas from each group

Advantages and disadvantages

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 074589

Quality Circles

Members of the group are usually line workers, doing the job they are reviewing

Corporation sets rules for the process; used extensively in Japan

Five basic steps include identify the problem, analyze it, develop a solution, propose to management, acceptance or rejection

Advantages and disadvantages

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 0745810

Brainstorming

Began in the 1930s to generate as many ideas as possible when addressing a specific problem

Encourages ideas, minimizes evaluation, encourages active modification

Follows a natural process; occurs any time several people meet in an unstructured setting

Advantages and disadvantagesAlternative approach uses two teams to avoid

premature closure

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 0745811

Types of Conflict

Intrapersonal conflict occurs within the individual Ideas and desires are incompatible Approach-avoidance, approach-approach, avoidance-

avoidance, double approach-avoidance, cognitive dissonance Normal and common

Topic conflict refers to what is being discussed Interpersonal conflict arises from incompatibility of goals,

ineffective communication, or personality styles Combination or multi-level conflict is a combination of

topic and interpersonal Organizational conflict occurs between groups in the

organization

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 0745812

Sources of Conflict in the Work Place

Diversity through prejudice, discrimination, and anxiety

Competition for promotion and raises; limited rewards

Turf refers to establishing territoryScapegoating blames the group with the least

power

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 0745813

Issues in the OrganizationAssertiveness and cooperation describes five

styles Forcing, withdrawing, smoothing, problem-solving,

and compromisingResolve group conflict in order to meet goals in

a meeting Basic steps to resolve the conflict include fact-finding,

isolating factors creating the conflict, defusing the causes

Critical first step to becoming a better managerOutcomes of conflict

CPS ® and CAP ®Examination ReviewADVANCED ORGANIZATIONAL MANAGEMENTBy Garrison and Bly Turner

©2006 Pearson Education, Inc.Pearson Prentice HallUpper Saddle River, NJ 0745814

Techniques for Reducing Interpersonal Conflict

Sensitivity training is the oldest type of HR training program; includes free expression and focuses on interpersonal tension and anxiety

Assertive training relates to ability to express feelings with confidence, distinction between getting your way and standing your ground, contrast with aggressiveness and passiveness

Transactional analysis provides a means of conceptualizing the types of interactions using a simple formula

Motivational training focuses on excitement and energy toward a specific outcome

Adventure training is popular with youth and management teams; builds trust