organizational behavior presentation by mian mohsin
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Organizational behavior is the field that studies how individuals, groups, and structures affect behavior within organizations. It aims to apply this knowledge to improve organizational effectiveness. Individual behavior can be understood through three models: the basic model, S-R model, and MARS model. The historical evolution of organizational behavior includes scientific management, bureaucratic, and Hawthorne studies approaches. Organizational behavior integrates factors to provide a simple understanding of human behavior at interpersonal, group, inter-group, and organizational levels.
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conflict
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
Conflicts (social psychology)
According to Erikson's theory of psychosocial development, a conflict is a turning point when an individual struggles to attain a psychological quality like trust versus mistrust in early childhood. There are different types of conflicts including approach-approach, avoidance-avoidance, and approach-avoidance. Conflicts can occur at the interpersonal, role, intergroup, and international levels and can be caused by social dilemmas, competition, perceived injustice, and misperception. Conflicts can be dealt with using the four Cs of contact, cooperation through methods like common goals and learning, communication through bargaining, mediation and arbitration, and conciliation using techniques like GRIT.
Conflict
The document discusses conflict, defining it as opposition or incompatible behavior between interdependent parties. It notes that conflict is a natural part of organizational life and can be beneficial if managed properly. The document outlines different levels of conflict, from interpersonal to organizational, and types, such as intra-group and inter-group. It introduces models for handling conflict, including competing, collaborating, compromising, avoiding, and accommodating, noting collaboration leads to win-win solutions. Managing conflict effectively includes addressing its symptoms and using approaches that strengthen relationships.
Organizational conflict
This document defines organizational conflict and describes its types and nature. It discusses substantive and emotional conflict, and how conflict differs from competition. It outlines various levels of conflict including intra-individual, inter-individual, intra-group, inter-group, intra-organizational, and inter-organizational. The document also lists some potential positive and negative effects of conflict. Finally, it introduces several approaches for resolving conflict, such as avoidance, competition, accommodation, compromise, and collaboration.
Conflict
There are five main types of conflict in stories: character vs. character; character vs. nature; character vs. society; character vs. self; and character vs. the divine. The first three are external conflicts that involve opposition between a character and something outside themselves, while the last two are internal conflicts that occur within a character's mind. Conflict is essential to any story as it provides the struggles and problems that drive the plot forward.
Organization Conflict
Conflict is defined as a difference of opinions or interests between parties. It occurs when parties cannot agree on a course of action and perceive that another party will negatively impact something they value. Conflict can be functional and improve group performance by stimulating change, or dysfunctional and hinder performance by creating distrust. Conflict exists at the intra-individual, interpersonal, intra-group, intergroup, intra-organizational, and inter-organizational levels and can be caused by factors like role incompatibility, information deficiencies, and differences in goals between parties.
Conflict powerpoint
The document discusses different types of conflict that can occur in stories including internal conflict (man vs. self), external conflict (man vs. man, man vs. society, man vs. nature), and why conflict is important to the plot of a story. It provides examples of each type of conflict and notes that conflict creates narrative, gives the story purpose, and provides action, keeping the story interesting to read.
Intergroup Conflict
Summarize the key points discussed.
Direction:
Each member will take turns to answer the questions.
The assistant will summarize the key points discussed.
TIME FRAME: 10 minutes
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conflict
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
Conflicts (social psychology)
According to Erikson's theory of psychosocial development, a conflict is a turning point when an individual struggles to attain a psychological quality like trust versus mistrust in early childhood. There are different types of conflicts including approach-approach, avoidance-avoidance, and approach-avoidance. Conflicts can occur at the interpersonal, role, intergroup, and international levels and can be caused by social dilemmas, competition, perceived injustice, and misperception. Conflicts can be dealt with using the four Cs of contact, cooperation through methods like common goals and learning, communication through bargaining, mediation and arbitration, and conciliation using techniques like GRIT.
Conflict
The document discusses conflict, defining it as opposition or incompatible behavior between interdependent parties. It notes that conflict is a natural part of organizational life and can be beneficial if managed properly. The document outlines different levels of conflict, from interpersonal to organizational, and types, such as intra-group and inter-group. It introduces models for handling conflict, including competing, collaborating, compromising, avoiding, and accommodating, noting collaboration leads to win-win solutions. Managing conflict effectively includes addressing its symptoms and using approaches that strengthen relationships.
Organizational conflict
This document defines organizational conflict and describes its types and nature. It discusses substantive and emotional conflict, and how conflict differs from competition. It outlines various levels of conflict including intra-individual, inter-individual, intra-group, inter-group, intra-organizational, and inter-organizational. The document also lists some potential positive and negative effects of conflict. Finally, it introduces several approaches for resolving conflict, such as avoidance, competition, accommodation, compromise, and collaboration.
Conflict
There are five main types of conflict in stories: character vs. character; character vs. nature; character vs. society; character vs. self; and character vs. the divine. The first three are external conflicts that involve opposition between a character and something outside themselves, while the last two are internal conflicts that occur within a character's mind. Conflict is essential to any story as it provides the struggles and problems that drive the plot forward.
Organization Conflict
Conflict is defined as a difference of opinions or interests between parties. It occurs when parties cannot agree on a course of action and perceive that another party will negatively impact something they value. Conflict can be functional and improve group performance by stimulating change, or dysfunctional and hinder performance by creating distrust. Conflict exists at the intra-individual, interpersonal, intra-group, intergroup, intra-organizational, and inter-organizational levels and can be caused by factors like role incompatibility, information deficiencies, and differences in goals between parties.
Conflict powerpoint
The document discusses different types of conflict that can occur in stories including internal conflict (man vs. self), external conflict (man vs. man, man vs. society, man vs. nature), and why conflict is important to the plot of a story. It provides examples of each type of conflict and notes that conflict creates narrative, gives the story purpose, and provides action, keeping the story interesting to read.
Intergroup Conflict
Summarize the key points discussed.
Direction:
Each member will take turns to answer the questions.
The assistant will summarize the key points discussed.
TIME FRAME: 10 minutes
Managing Interpersonal and Intergroup Conflict
Here are some ways to promote functional conflict:
- Lead by example by respectfully sharing opposing views yourself. This shows it's acceptable and can be productive.
- Assign a "devil's advocate" during decision-making processes whose role is to question assumptions and suggest weaknesses or alternative perspectives. This structured approach prevents conflict from becoming personal.
- Role-play reactions by having groups imagine how the competitor or other stakeholders might view options. Taking others' perspectives leads to more robust discussions and vetting of ideas.
- Repeat role-plays with groups switching sides to gain new insights and ensure all aspects are thoroughly debated before deciding. The process of arguing multiple viewpoints strengthens the final solution.
- Create diversity
Conflic resolution
This document discusses conflict resolution. It defines conflict as a condition that exists when two or more people disagree. The document outlines different types of conflict including task, relationship, and process conflict. It provides traditional and current views on conflict, noting that conflict is now seen as inevitable rather than avoidable. The document also discusses the functional and dysfunctional aspects of conflict, how conflict can positively or negatively impact organizations, and provides a process for how conflict develops from latent to manifest stages. It concludes by providing some key points for resolving conflicts, such as maintaining calm, setting ground rules for discussions, and confronting issues rather than people.
Conflict management
This document discusses the nature and types of conflict. It begins by asking the reader to define conflict in one sentence. It then provides definitions of conflict as situations where one's needs are denied and as a social phenomenon that can be channeled productively. The document outlines symptoms of conflict such as tensions, poor communication, and falling productivity. It describes types of conflict including intra-individual, interpersonal, intra-group, and intergroup. Finally, it discusses breaking conflict loops by being aware of patterns, willing to change behaviors, open to learning new skills, and supportive of others making similar changes.
Conflict
Conflict
nature
Functional vs Dysfunctional
Positive Consequences of conflict
Negative Consequences of conflict
Stages
Conflict and performance
Type of conflict
Intra Individual conflict
Inter personal conflict
inter group conflict
Organizational conflict
Conflict Management conflict
Confilct and conflict resolution
This document provides an overview of conflict and conflict resolution. It defines conflict as a struggle between two or more opposing forces that creates tension requiring resolution. The document discusses different views of conflict, types of conflict, levels of conflict including individual, group and organizational, and positive and negative aspects of conflict. It also outlines the process of conflict from latent to manifest stages. Finally, it explores various strategies for resolving conflicts within and between groups, such as problem solving, organization redesign, superordinate goals, and expanding resources.
CONFLICT MANAGEMENT
Introduction
Characteristics of conflict
Views of conflict
Source of conflict
Functional & dysfunctional conflict
Levels & types of conflict
Ways to manage conflict
Tips for managing conflict
Conclusion
Interactive conflict and negotiations
1) There are several types of conflict that can occur at the intra-individual, interpersonal, intergroup, and organizational levels. These include goal conflict, role conflict and ambiguity, and structural conflicts between hierarchies, functions, lines and staffs.
2) Sources of interpersonal conflict include personal differences, information deficiencies, role incompatibilities, and environmental stress. The Johari window can help analyze potential interpersonal conflict situations.
3) There are basic strategies for resolving conflicts, including lose-lose, win-lose, and win-win approaches. The win-win strategy aims to solve problems rather than have one party beat the other. Negotiation skills focus on separating people from problems, interests over
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This presentation discusses conflict management in organizations. It defines conflict as a disagreement between people that can result from differences in ideas, perspectives, priorities, beliefs, values or goals. The causes of conflict are identified as poor communication, lack of openness, and failure to respond to employee needs. There are three main types of conflict: task conflict, relationship conflict, and process conflict. The presentation then discusses different views of conflict and defines functional and dysfunctional conflict. It defines conflict management as various ways of managing conflict, including avoidance, competition, accommodation, compromise, and collaboration. Lastly, it provides tips for managing workplace conflict such as building relationships, addressing small problems early, respecting differences, and focusing on problem-solving rather than changing
Conflict management
The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
Conflict management
Conflict is defined as an expressed struggle between two interdependent parties who perceive incompatible goals, scarce resources, or interference in achieving their goals. Conflicts can originate from differences in beliefs, values, interests, desires, or competition over scarce resources. While conflict can encourage eliminating groupthink and improve group performance with task conflicts, escalating conflicts typically yield negative results. The conflict process involves potential opposition, personalization of conflict, intentions to address it, behaviors taken, and outcomes. Conflict management aims to improve situations and strengthen relationships through proactive and collaborative approaches. Blake and Mouton's conflict grid shows different conflict approaches from avoidance to collaboration. Conflict resolution techniques include problem solving, compromise, altering behaviors or structures.
Conflict managment
This document outlines key aspects of conflict management including types, sources, stages, effects, coping strategies, and styles of conflict. It discusses intra-individual, interpersonal, intergroup, and organizational conflicts. The stages of conflict progression include latent conflict, awareness, frustration, tension, antagonism, disagreement, and threats. Effective conflict management includes avoiding or withdrawing, accommodating, competing, compromising, and collaborating to solve problems. Negotiation aims to satisfy all parties through a win-win orientation.
Conflict resolution
This document discusses conflict resolution. It defines conflict and identifies sources of conflict such as competition over limited resources. Conflict can be functional or dysfunctional for organizations. Functional conflict involves open-minded exploration of ideas that can lead to innovation, while dysfunctional conflict involves anger and antagonism. The document outlines models for types of conflict, the conflict process, and styles of conflict management, including forcing, collaboration, compromising, avoiding, and accommodating styles. Managers must determine if a conflict is functional or dysfunctional in order to apply the proper resolution approach.
Conflict Theories by Abid Zafar
This document discusses conflict theories and terminology. It defines conflict and explores explanations for conflict including communication theory, human needs theory, and abuse of power. It then examines approaches for responding to conflict such as conflict management, mediation, and peacekeeping. Finally, it outlines ways of overcoming conflict including conflict resolution, peace-building, and conflict transformation.
Interpersonal and Organisational Conflict
Interpersonal and organisational conflict presentation done for Communications Management course at The University of Queensland.
Conflict management
This document discusses conflict management in organizations. It defines organizational conflict as discord that arises between incompatible goals of individuals or groups. Conflict can be caused by limited resources, communication barriers, personality clashes, and differing values and goals. Conflict can have negative effects like stress and reduced productivity, but also positive effects like new ideas and problem solving. Conflicts are classified into types like dysfunctional, functional, and levels like inter-group and interpersonal. Theories of conflict management include Blake and Mouton's grid, Thomas-Kilmann model, and Rahim's dual concern theory. Collaboration is the best method that creates a win-win outcome, while mediation and arbitration involve third parties to facilitate agreement.
Intergroup Conflict
Intergroup conflict arises from the interdependence of subgroups within an organization that have differing goals and norms. It is driven by social identity theory as individuals seek positive identity from their own group. Intergroup conflict can have both functional and dysfunctional effects depending on how it is handled. Sources of intergroup conflict are primarily structural due to overlapping responsibilities between subgroups. Managing intergroup conflict involves diagnosing the issues, facilitating collaborative problem solving between groups, and addressing underlying structural causes through interventions like clarifying rules or changing personnel.
Group, bargaining behaviour & intergroup relations
This document provides a summary of a presentation on group bargaining behavior and inter-group relations given by Rachna Kralia and Ruhi Beri. It defines groups, discusses formal and informal groups, and the five stages of group development. It also examines group properties such as roles, norms, status, and cohesiveness. Regarding bargaining, it distinguishes between distributive and integrative bargaining approaches and behaviors. Finally, it analyzes inter-group relations and theories like social identity theory, as well as ways to reduce prejudice such as through the contact hypothesis and common in-group identity model.
Conflict management
This document discusses conflict management and provides information on the nature of conflict, types of conflict situations, and levels of conflict. It defines conflict as a serious disagreement that is typically prolonged. Conflict occurs when individuals cannot choose between alternative actions or have differing perceptions and goals. The document outlines various types of conflict situations including vertical, horizontal, line-staff, and role conflicts. It also describes levels of conflict such as individual, organizational, and inter-organizational conflicts. Causes of individual conflict including goal conflicts and role conflicts are explained. Organizational conflict arises due to incompatible goals between groups. Sources of organizational conflict involve differing goals, overlapping authority, task dependencies, and scarce resources.
Conflict Management, Conflict process
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Sources of conflict, conflict resolution and impact on Project Performance
A conflict arises when individuals have varied interests, opinions and thought processes and are just not willing to compromise with each other. It is always wise to adjust to some extent and try to find a solution to the problem rather than cribbing and fighting. Conflicts and disagreements only lead to negativity and things never reach a conclusion. It only adds on to the tensions and makes life hell. It actually leaves you drained and spoils your reputation. Every individual should try his level best to avoid conflict at the first place rather than resolving it later. Precautions must be taken at the right time to avoid a conflict.
Conflicts
This document summarizes a presentation on organizational conflicts. It defines conflict as a state of opposition between groups that can result from different ideas, goals or structures. Conflicts are viewed as natural and can have both positive and negative impacts. Conflicts can occur at the individual, group and organizational levels. The conflict process involves potential incompatibility, personalization of issues, behavioral intentions, overt conflict behaviors, and outcomes. Effective conflict management aims to improve situations and strengthen relationships through collaborative solutions.
Organizational Behavior & Organization Designs
Organizational behavior and design can be summarized in 3 points:
1. Organizational design refers to how managers structure organizations to achieve goals through elements like task allocation, reporting relationships, and departmentalization. Common designs include functional, divisional, matrix, and hybrid forms.
2. Organizational behavior studies human behavior, attitudes, and performance in organizations. It draws from disciplines like psychology, sociology, and anthropology.
3. Managers perform functions like planning, organizing, leading, and controlling. Their roles can be informational, interpersonal, and decisional. Organizational behavior aims to improve outcomes like productivity, turnover, effectiveness, and job satisfaction.
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Managing Interpersonal and Intergroup Conflict
Here are some ways to promote functional conflict:
- Lead by example by respectfully sharing opposing views yourself. This shows it's acceptable and can be productive.
- Assign a "devil's advocate" during decision-making processes whose role is to question assumptions and suggest weaknesses or alternative perspectives. This structured approach prevents conflict from becoming personal.
- Role-play reactions by having groups imagine how the competitor or other stakeholders might view options. Taking others' perspectives leads to more robust discussions and vetting of ideas.
- Repeat role-plays with groups switching sides to gain new insights and ensure all aspects are thoroughly debated before deciding. The process of arguing multiple viewpoints strengthens the final solution.
- Create diversity
Conflic resolution
This document discusses conflict resolution. It defines conflict as a condition that exists when two or more people disagree. The document outlines different types of conflict including task, relationship, and process conflict. It provides traditional and current views on conflict, noting that conflict is now seen as inevitable rather than avoidable. The document also discusses the functional and dysfunctional aspects of conflict, how conflict can positively or negatively impact organizations, and provides a process for how conflict develops from latent to manifest stages. It concludes by providing some key points for resolving conflicts, such as maintaining calm, setting ground rules for discussions, and confronting issues rather than people.
Conflict management
This document discusses the nature and types of conflict. It begins by asking the reader to define conflict in one sentence. It then provides definitions of conflict as situations where one's needs are denied and as a social phenomenon that can be channeled productively. The document outlines symptoms of conflict such as tensions, poor communication, and falling productivity. It describes types of conflict including intra-individual, interpersonal, intra-group, and intergroup. Finally, it discusses breaking conflict loops by being aware of patterns, willing to change behaviors, open to learning new skills, and supportive of others making similar changes.
Conflict
Conflict
nature
Functional vs Dysfunctional
Positive Consequences of conflict
Negative Consequences of conflict
Stages
Conflict and performance
Type of conflict
Intra Individual conflict
Inter personal conflict
inter group conflict
Organizational conflict
Conflict Management conflict
Confilct and conflict resolution
This document provides an overview of conflict and conflict resolution. It defines conflict as a struggle between two or more opposing forces that creates tension requiring resolution. The document discusses different views of conflict, types of conflict, levels of conflict including individual, group and organizational, and positive and negative aspects of conflict. It also outlines the process of conflict from latent to manifest stages. Finally, it explores various strategies for resolving conflicts within and between groups, such as problem solving, organization redesign, superordinate goals, and expanding resources.
CONFLICT MANAGEMENT
Introduction
Characteristics of conflict
Views of conflict
Source of conflict
Functional & dysfunctional conflict
Levels & types of conflict
Ways to manage conflict
Tips for managing conflict
Conclusion
Interactive conflict and negotiations
1) There are several types of conflict that can occur at the intra-individual, interpersonal, intergroup, and organizational levels. These include goal conflict, role conflict and ambiguity, and structural conflicts between hierarchies, functions, lines and staffs.
2) Sources of interpersonal conflict include personal differences, information deficiencies, role incompatibilities, and environmental stress. The Johari window can help analyze potential interpersonal conflict situations.
3) There are basic strategies for resolving conflicts, including lose-lose, win-lose, and win-win approaches. The win-win strategy aims to solve problems rather than have one party beat the other. Negotiation skills focus on separating people from problems, interests over
Conflict managment12
This presentation discusses conflict management in organizations. It defines conflict as a disagreement between people that can result from differences in ideas, perspectives, priorities, beliefs, values or goals. The causes of conflict are identified as poor communication, lack of openness, and failure to respond to employee needs. There are three main types of conflict: task conflict, relationship conflict, and process conflict. The presentation then discusses different views of conflict and defines functional and dysfunctional conflict. It defines conflict management as various ways of managing conflict, including avoidance, competition, accommodation, compromise, and collaboration. Lastly, it provides tips for managing workplace conflict such as building relationships, addressing small problems early, respecting differences, and focusing on problem-solving rather than changing
Conflict management
The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
Conflict management
Conflict is defined as an expressed struggle between two interdependent parties who perceive incompatible goals, scarce resources, or interference in achieving their goals. Conflicts can originate from differences in beliefs, values, interests, desires, or competition over scarce resources. While conflict can encourage eliminating groupthink and improve group performance with task conflicts, escalating conflicts typically yield negative results. The conflict process involves potential opposition, personalization of conflict, intentions to address it, behaviors taken, and outcomes. Conflict management aims to improve situations and strengthen relationships through proactive and collaborative approaches. Blake and Mouton's conflict grid shows different conflict approaches from avoidance to collaboration. Conflict resolution techniques include problem solving, compromise, altering behaviors or structures.
Conflict managment
This document outlines key aspects of conflict management including types, sources, stages, effects, coping strategies, and styles of conflict. It discusses intra-individual, interpersonal, intergroup, and organizational conflicts. The stages of conflict progression include latent conflict, awareness, frustration, tension, antagonism, disagreement, and threats. Effective conflict management includes avoiding or withdrawing, accommodating, competing, compromising, and collaborating to solve problems. Negotiation aims to satisfy all parties through a win-win orientation.
Conflict resolution
This document discusses conflict resolution. It defines conflict and identifies sources of conflict such as competition over limited resources. Conflict can be functional or dysfunctional for organizations. Functional conflict involves open-minded exploration of ideas that can lead to innovation, while dysfunctional conflict involves anger and antagonism. The document outlines models for types of conflict, the conflict process, and styles of conflict management, including forcing, collaboration, compromising, avoiding, and accommodating styles. Managers must determine if a conflict is functional or dysfunctional in order to apply the proper resolution approach.
Conflict Theories by Abid Zafar
This document discusses conflict theories and terminology. It defines conflict and explores explanations for conflict including communication theory, human needs theory, and abuse of power. It then examines approaches for responding to conflict such as conflict management, mediation, and peacekeeping. Finally, it outlines ways of overcoming conflict including conflict resolution, peace-building, and conflict transformation.
Interpersonal and Organisational Conflict
Interpersonal and organisational conflict presentation done for Communications Management course at The University of Queensland.
Conflict management
This document discusses conflict management in organizations. It defines organizational conflict as discord that arises between incompatible goals of individuals or groups. Conflict can be caused by limited resources, communication barriers, personality clashes, and differing values and goals. Conflict can have negative effects like stress and reduced productivity, but also positive effects like new ideas and problem solving. Conflicts are classified into types like dysfunctional, functional, and levels like inter-group and interpersonal. Theories of conflict management include Blake and Mouton's grid, Thomas-Kilmann model, and Rahim's dual concern theory. Collaboration is the best method that creates a win-win outcome, while mediation and arbitration involve third parties to facilitate agreement.
Intergroup Conflict
Intergroup conflict arises from the interdependence of subgroups within an organization that have differing goals and norms. It is driven by social identity theory as individuals seek positive identity from their own group. Intergroup conflict can have both functional and dysfunctional effects depending on how it is handled. Sources of intergroup conflict are primarily structural due to overlapping responsibilities between subgroups. Managing intergroup conflict involves diagnosing the issues, facilitating collaborative problem solving between groups, and addressing underlying structural causes through interventions like clarifying rules or changing personnel.
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This document provides a summary of a presentation on group bargaining behavior and inter-group relations given by Rachna Kralia and Ruhi Beri. It defines groups, discusses formal and informal groups, and the five stages of group development. It also examines group properties such as roles, norms, status, and cohesiveness. Regarding bargaining, it distinguishes between distributive and integrative bargaining approaches and behaviors. Finally, it analyzes inter-group relations and theories like social identity theory, as well as ways to reduce prejudice such as through the contact hypothesis and common in-group identity model.
Conflict management
This document discusses conflict management and provides information on the nature of conflict, types of conflict situations, and levels of conflict. It defines conflict as a serious disagreement that is typically prolonged. Conflict occurs when individuals cannot choose between alternative actions or have differing perceptions and goals. The document outlines various types of conflict situations including vertical, horizontal, line-staff, and role conflicts. It also describes levels of conflict such as individual, organizational, and inter-organizational conflicts. Causes of individual conflict including goal conflicts and role conflicts are explained. Organizational conflict arises due to incompatible goals between groups. Sources of organizational conflict involve differing goals, overlapping authority, task dependencies, and scarce resources.
Conflict Management, Conflict process
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Sources of conflict, conflict resolution and impact on Project Performance
A conflict arises when individuals have varied interests, opinions and thought processes and are just not willing to compromise with each other. It is always wise to adjust to some extent and try to find a solution to the problem rather than cribbing and fighting. Conflicts and disagreements only lead to negativity and things never reach a conclusion. It only adds on to the tensions and makes life hell. It actually leaves you drained and spoils your reputation. Every individual should try his level best to avoid conflict at the first place rather than resolving it later. Precautions must be taken at the right time to avoid a conflict.
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This document summarizes a presentation on organizational conflicts. It defines conflict as a state of opposition between groups that can result from different ideas, goals or structures. Conflicts are viewed as natural and can have both positive and negative impacts. Conflicts can occur at the individual, group and organizational levels. The conflict process involves potential incompatibility, personalization of issues, behavioral intentions, overt conflict behaviors, and outcomes. Effective conflict management aims to improve situations and strengthen relationships through collaborative solutions.
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Organizational behavior and design can be summarized in 3 points:
1. Organizational design refers to how managers structure organizations to achieve goals through elements like task allocation, reporting relationships, and departmentalization. Common designs include functional, divisional, matrix, and hybrid forms.
2. Organizational behavior studies human behavior, attitudes, and performance in organizations. It draws from disciplines like psychology, sociology, and anthropology.
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Presentation I made for my Interpersonal Communication class. Images are copyright their respective owners.
Mgt finalllllll last
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What is Personality?
The relatively enduring combination of traits which make an individual unique and at the same time produce consistencies in his or her thought and behaviour”. Fincham & Rhodes(2005, p95).
The observable manifestation of social identity which a person develops and constructs through negotiation and interaction with others”. Thompson & McHugh (2009, p287).
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Personality psychology, the theory and study of individual differences, traits, and types.
Personality trait theory, attributes by which people may vary in relative terms.
Personality is made up of the characteristic patterns of thoughts, feelings and behaviors that make a person unique. In addition to this, personality arises from within the individual and remains fairly consistent throughout life.
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Psychological and physiological - Personality is a psychological construct, but research suggests that it is also influenced by biological processes and needs.
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Multiple expressions - Personality is displayed in more than just behavior. It can also be seen in our thoughts, feelings, close relationships and other social interactions.
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Trait theories viewed personality as the result of internal characteristics that are genetically based.
Humanist theories emphasize the importance of free will and individual experience in the de.
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一比一原版(UMTC毕业证书)明尼苏达大学双城分校毕业证如何办理
原件一模一样【微信：6496090】【(UMTC毕业证书)明尼苏达大学双城分校毕业证成绩单学位证】【微信：6496090】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
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7:个人信誉贷款加10分→ 【关于价格问题（保证一手价格）
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
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organizational behavior presentation by mian mohsin
- 2. Pioneers
- 3. Muhammad yasir Mohsin mumtaz Hameed sadiq Shahzad ahmed Umer jawad Muhammad muhayyudin
- 5. ORGANIZATION BEHAVIOR & CHARACTER
- 6. Organizational behavior is a field of study that investigates the impact that individuals, groups and structures have on behavior within an organization for the purpose of applying such knowledge towards improving an organization's effectiveness. ...
- 8. Individual behavior can be understood by three models: (a) Basic model of behavior (b) S-R model of behavior (c) MARS model of behavior
- 10. Stimulus environment Physiological process Cognitive process Responses pattern of behavior
- 12. Historical evolution of organizational behavior
- 13. Scientific management approach Bureaucratic approach Hawthorne studies
- 14. Developed by F.W Taylor at the beginning of 20th century. Principles : 1. Replace rule-of-thumb work methods with scientifically studied 2. Scientifically select, train and develop each worker 3. Cooperate with the workers 4. Divide work equally between managers and workers
- 15. Replace rule-of-thumb work methods with scientifically studied Scientifically select, train and develop each worker Cooperate with the workers Divide work equally between managers and workers
- 16. The approach is presented by max weber. Focus on how to structure the whole organization more effectively.
- 17. The Hawthorne studies were conducted in order to find out the role of human resource in increasing the production of an organization.
- 18. Conducted between 1924-1932 Conducted at WESTERN ELECTRIC COMPANY, Chicago, USA Conducted by, Elton Mayo White Head Roethlisberger
- 19. Provides opportunity to management. To analyze why and how an individual behaves. Organizational behavior integrates factors to provide simplicity in understanding the human behavior…
- 20. Interpersonal level Group level Inter-group level Controlling and directing behavior Use of power and sanction Leadership Communication Organizational climate Organizational adaption
- 21. Personality is made up the characteristic patterns of thoughts, feelings, and behaviors that make a person unique. It arises from within the individual and remains fairly consistent throughout life.
- 22. A number of different theories have emerged to explain different aspects of personality. The following are just a few of the major theories of personality proposed by different psychologists……
- 23. In 1936,psychologist Gordon Allport found that one english-language dictionary alone contained more than 4000 words describing different personality traits. He categorized these traits into three levels : Cardinal traits Central traits Secondary traits
- 24. Trait theorist Raymond Cattell reduced the number of main personality traits from allport’s list of over 4000 down to 171.
- 25. 1. Abstractedness 2. Apprehension 3. Dominance 4. Emotional stability 5. Liveliness Imaginative versus practical. Worried versus confident. Forceful versus submissive. Calm versus high strung. Spontaneous versus restrained.
- 26. 6. Openness to change 7. Perfectionism 8. Privateness 9. Reasoning 10. Rule consciousness Flexible versus attached to the familiar. Controlled versus undisciplined. Discreet versus open. Abstract versus concret. Conforming versus non-conforming.
- 27. 11. Self reliance 12. Sensitivity 13. Social boldness 14. Tension 15. Vigilance 16. warmth Self-sufficient versus dependent. Tender-hearted versus tough-minded. Uninhibited versus shy. Impatient versus relaxed. Suspicious versus trusting. Outgoing versus reserved.
- 28. British psychologist hans eysenck developed a model of personality based upon just three universal traits. These are three dimensions : 1. Introversion /extraversion 2. Neuroticism /emotional stability 3. Psychoticism