HBO Report

2. Conflict in organizations may be defined as
any situation in which incompatible goals,
attitudes, emotions or behaviors lead to
disagreement or opposition between two
or more parties.
Conflicts may be constructive or
destructive.

3. Is healthy, a constructive disagreement
between two or more people. it can benefit
the organization by means of the following:

4. 1. The production of new ideas, learning, and
growth among individuals;
2. People engaged in constructive conflict develop a
better awareness of themselves and others;
3. Working relationship are improved when two
parties work through their disagreement;
4. Morale is improved when tension are released
and problems solved in working together;
5. Constructive conflict can lead to innovation and
positive change for the organization; and
6. Increased productivity may be expected.

5. Is unhealthy, a destructive disagreement
between two or more people.
Destructive conflicts can decrease work
productivity and job satisfaction and
contribute to absenteeism and job
turnover.

7. Is that kind of conflict that a person faces
internally, as when an individual
experiences personal frustration, anxiety,
and stress.
Types of Intrapersonal Conflict
1. Approach-approach Conflict
2. Avoidance-avoidance Conflict
3. Approach-avoidance Conflict

8. Is that type of conflict that occurs between
two or more individuals who are in
opposition to one another.
Sub-types of Interpersonal Conflict
1. Substantive Conflict
2. Emotional Conflict
3. Substantive and Emotional Conflict

9. It is quite common in organizations and it
can make coordination and integration of
task activities very difficult. This type of
conflict may also be sub-classified as
either substantive, emotional, or both.

10. It is most commonly referred as the
competition and rivalry among firms
operating in the same market.

12. Refers to the nature of the organization
and the way in which work is organized.
Structural factors include:

13. 1. Specialization
2. Interdependence
3. Common Resources
4. Goal Differences
5. Authority Relationships
6. Status Inconsistencies
7. Jurisdictional Ambiguities

14. It comprises another broad category of the
causes of conflict. These factors are the
result of individual differences which
include:

15. 1. Skills and Abilities
2. Personalities
3. Perceptions
4. Values and Ethics
5. Emotions
6. Communication Barriers

16. 1. The Aggressor
2. The Passive Aggressor
3. The Chronic Absentee
4. The person who makes too many errors
5. The Negative Person
6. The Chatterbox
7. The do-nothing person
8. The Unreliable person
9. The time-waster
10. The resentful person

17. a) Personal dislike of a certain person
b) Bigotry (prejudice against a particular
race or culture)
c) Prejudice against women
d) Prejudice against younger people

19. The sources of conflict are the antecedent
conditions that set the first stage of
conflicts.

20. Perceived conflict refers to the awareness
by one or more parties of the existence of
conditions that create opportunities for
conflict to occur.
Felt conflict is that stage of the conflict
process wherein emotional involvement
becomes a part of the conflict creating
anxiety, tension, frustration, or hostility.

21. Is the stage of conflict process where the
conflict parties are actively engaged in
conflict behavior. There may be verbal,
written, or even physical attacks.

22. Conflict Resolution occurs when the
reasons for the conflict are eliminated.
There are various techniques used in
resolving conflicts. These are the following:

23. 1. Problem Solving
2. Super-ordinate goals
3. Expansion of Resources
4. Smoothing
5. Compromise
6. Alternating the Structural Variable

24. Suppression is a superficial and temporary
form of resolving conflicts. When conflict is
suppressed, it may continue to fester and
cause future conflict over similar issues.

25. Suppressing conflicts take the following
forms:
1. Avoidance
2. Authoritative Command

26. What happen after the conflict may be
regarded as either positive or negative
development.

27. Is defined as a process in which two or
more parties attempt to reach an
acceptable agreement in a situation
characterized by some level of
disagreement.

28. Negotiation could be useful if the following
conditions are present:
1. There are two or more parties;
2. There is a conflict of interest between the
parties;
3. The parties are willing to negotiate; and
4. They prefer to work together than to fight openly,
give in, break off contact, or take the dispute to
a higher authority.

30. This is that negotiation approach wherein
the goals of the parties are in conflict, and
each party seeks to maximize its share of
the resources.

31. This is a negotiation approach in which the
goals of the parties are not regarded as
mutually exclusive and in which the focus
is on making it possible for both sides to
achieve their objectives.

33. In this first step, the person assigned to
negotiation for a certain party should
determine the following:

34. 1. The Nature of the conflict
2. The History leading up this negotiation
3. Who are involved and what are their
perception of the conflict
4. What his party wants from the negotiation
5. What his group is prepared to accept
6. What the other party wants from the
negotiation
7. What intangible or hidden interest may be
important to them
8. What the other party is prepared to accept
9. What negotiation strategy may be adapted

35. The next step is to define the ground rules
and procedures with the other party over
the negotiation itself. As such, the following
concerns must be cleared:

36. 1. Who will do the negotiating
2. Where will the negotiation take place
3. What time constraints, if any, will apply
4. To what issues will negotiation be limited
5. What specific procedures must be
followed if an impasse is reached

37. In this step, the parties may need to
explain, amplify, clarify, bolster, and justify
the original demands of each other. This
must be done in a non-confrontational
manner.

38. In this step, the parties will make an
attempt to reach an agreement through
give-and-take action like the offering
acceptance of concessions.

39. This final step involves formalizing the
agreement that has been worked out and
developing any procedures that necessary
for implementation and monitoring.