conflict, stress, and well-being fundamentals of organizational behavior 2e andrew j. dubrin...

Conflict, Stress, andConflict, Stress, andWell-BeingWell-Being

Fundamentals of Fundamentals of Organizational Behavior 2eOrganizational Behavior 2e

Andrew J. DuBrinAndrew J. DuBrin

PowerPoint Presentation by Charlie Cook

PowerPoint Presentation by Charlie Cook

ChapterChapter77

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 7–2

Learning ObjectivesLearning Objectives

1.1. Understand the nature of conflict and its leading Understand the nature of conflict and its leading causes.causes.

2.2. Have the necessary information to resolve many Have the necessary information to resolve many workplace conflicts.workplace conflicts.

3.3. Understand the nature of work stress, its causes Understand the nature of work stress, its causes and consequences.and consequences.

4.4. Explain what organizations can do to manage and Explain what organizations can do to manage and reduce stress.reduce stress.

5.5. Do a more effective job of managing your own Do a more effective job of managing your own stress.stress.


ConflictConflict

Is the opposition of persons or forces that gives Is the opposition of persons or forces that gives rise to some tension.rise to some tension. Occurs when two or more parties perceive mutually Occurs when two or more parties perceive mutually

exclusive goals, values, or events.exclusive goals, values, or events. Among individuals, conflict also occurs Among individuals, conflict also occurs

when persons face incompatible when persons face incompatible choices and are emotionally choices and are emotionally stressed as a result of the stressed as a result of the conflict.conflict.


Conflict in OrganizationsConflict in Organizations Conflict FramesConflict Frames The differing lenses through which the disputants view a The differing lenses through which the disputants view a

conflict situation.conflict situation.

Three dimensions of conflict frames:Three dimensions of conflict frames: Relationship versus taskRelationship versus task

differences between disputing parties in adopting either a differences between disputing parties in adopting either a relationship or task orientation to a conflict. relationship or task orientation to a conflict.

Emotional versus intellectualEmotional versus intellectual degree of attention the parties pay to the affective degree of attention the parties pay to the affective

components (feeling and behaviors) of the dispute.components (feeling and behaviors) of the dispute. Cooperate versus winCooperate versus win

degree to which parties share the blame for the conflict.degree to which parties share the blame for the conflict.


Sources and Antecedents of ConflictSources and Antecedents of Conflict

Perceived Adverse ChangesPerceived Adverse Changes Changes in working methods, conditions, Changes in working methods, conditions,

or employment opportunities that are or employment opportunities that are considered negative developments.considered negative developments.

DownsizingDownsizing Laying off of workers to reduce costs Laying off of workers to reduce costs

and increase efficiency affects both and increase efficiency affects both dismissed and surviving employees.dismissed and surviving employees.



Sexual HarassmentSexual Harassment Is unwanted sexually oriented behavior in the work place Is unwanted sexually oriented behavior in the work place

that results in discomfort and/or interference with the job.that results in discomfort and/or interference with the job. Types of sexual harassment:Types of sexual harassment:

Quid pro QuoQuid pro Quo– offering an explicit or implied employment-related benefit offering an explicit or implied employment-related benefit

conditioned on an exchange of sexual favors. Acceptance or conditioned on an exchange of sexual favors. Acceptance or rejection of the offer has no bearing on the relevance of the rejection of the offer has no bearing on the relevance of the harassment conduct.harassment conduct.

Hostile working environmentHostile working environment– creating an employment environment that is perceived by the creating an employment environment that is perceived by the

harassed party as intimidating, hostile, or offensive.harassed party as intimidating, hostile, or offensive.



Line Versus Staff DifferentiationLine Versus Staff Differentiation Line units and managers deal with the primary purposes of Line units and managers deal with the primary purposes of

a firm in manufacturing or selling its products or services.a firm in manufacturing or selling its products or services. Staff units and managers serve in advisory roles and are Staff units and managers serve in advisory roles and are

concerned with secondary purposes of the firm.concerned with secondary purposes of the firm. Conflict between line and staff units arises when:Conflict between line and staff units arises when:

Staff professionals attempt to influence line decisions and Staff professionals attempt to influence line decisions and enforce compliance with organizational policies.enforce compliance with organizational policies.

Staff professionals appear have more loyalty to their Staff professionals appear have more loyalty to their professions than to the organization.professions than to the organization.


Significant Sexual Harassment CasesSignificant Sexual Harassment Cases

Oncale vs. Sundowner Offshore Services Inc.Oncale vs. Sundowner Offshore Services Inc. Sexual harassment is “conduct” not “cause” (i.e.,sexual desire) and is Sexual harassment is “conduct” not “cause” (i.e.,sexual desire) and is

actionable even in same sex cases.actionable even in same sex cases.

Burlington Industries vs. EllerthBurlington Industries vs. Ellerth Sexual harassment threats do not have to be carried out to be Sexual harassment threats do not have to be carried out to be

actionable.actionable. An An affirmative defenseaffirmative defense limits employer liability if it takes action to limits employer liability if it takes action to

prohibit or remedy sexual harassment and the harassed employee did prohibit or remedy sexual harassment and the harassed employee did not pursue corrective opportunities offered by the employer.not pursue corrective opportunities offered by the employer.

Faragher vs. City of Boca Raton, FloridaFaragher vs. City of Boca Raton, Florida Employer is liable for hostile environment whether Employer is liable for hostile environment whether

or not it was aware of the environment.or not it was aware of the environment.


Theoretical Explanations for Sexual Theoretical Explanations for Sexual HarassmentHarassment

Gender ApproachGender Approach Sexual harassment is the likely outcome of increased Sexual harassment is the likely outcome of increased

interactions between men and women in the work place.interactions between men and women in the work place.

Role ApproachRole Approach Sexual harassment results for the inappropriate carryover Sexual harassment results for the inappropriate carryover

of sex-based expectations in the work place.of sex-based expectations in the work place.

Power ApproachPower Approach Sexual harassment is a mechanism for maintaining the Sexual harassment is a mechanism for maintaining the

economic and political superiority of men over women.economic and political superiority of men over women.


Negative Effects of Sexual Negative Effects of Sexual HarassmentHarassment Increased Job StressIncreased Job Stress Lowered MoraleLowered Morale Increased and Severe ConflictIncreased and Severe Conflict Lowered ProductivityLowered Productivity


Guidelines for Minimizing Sexual Harassment and Guidelines for Minimizing Sexual Harassment and Protecting the Company Against Harassment Protecting the Company Against Harassment

ChargesCharges

EXHIBITEXHIBIT7-17-1

Develop a zero tolerance policy on harassment and communicate it to your employees. Inform employees that harassment between members of the same sex is also forbidden.

Deflect the sexual harassment charge with an affirmative defense. First, take care to prevent and correct promptly any sexually harassing behavior. Second, show that an employee failed to use internal procedures for reporting abusive behavior.

Publicize the anti-harrassment policies as aggressively and regularly as possible—in handbooks, on posters, in training sessions, in reminders in paychecks, and on the intranet.

Ensure that employees will not face reprisals if they report offending behavior. Appoint several managers to take complaints, and train these managers in sexual harassment issues. Have at least two methods of reporting charges available such as an 800 number, an open-door policy, or internal review procedures.

Conduct training for employees and all levels of management on anti-discrimination and antisexual harassment policies and practices.

Punishments against employees found guilty should be swift and sure.

Source: Susan B. Garland, “ Finally, A Corporate Tip Sheet on Sexual Harassment,” Business Week, July 13, 1998; Jennifer Laabs, “Steps to Protect Your Company Against Sexual Harassment,” Workforce, October 1998, p. 41.


Competing Work and Family Competing Work and Family DemandsDemands Work-family ConflictWork-family Conflict Occurs when an individual has to perform multiple roles: Occurs when an individual has to perform multiple roles:

worker, spouse, and parent.worker, spouse, and parent. Meta-analytic study found negative relationship Meta-analytic study found negative relationship

between all forms of work-family conflict between all forms of work-family conflict and both job and life satisfaction.and both job and life satisfaction.

Organizational programs that Organizational programs that reduce work-family conflict:reduce work-family conflict: flexible working hoursflexible working hours work-at-home programswork-at-home programs dependent care programsdependent care programs parental leave programsparental leave programs


Functional and Dysfunctional Functional and Dysfunctional Consequences of ConflictConsequences of Conflict

Functional conflict:Functional conflict: Occurs when the organization’s Occurs when the organization’s

interests are served as a result of interests are served as a result of a dispute or disagreement.a dispute or disagreement.

Fosters higher levels of Fosters higher levels of performance.performance.

Leads to cross-Leads to cross-functional problem functional problem solving and solving and constructive change.constructive change.

Dysfunctional conflict:Dysfunctional conflict: Occurs when a dispute or Occurs when a dispute or

disagreement harms the disagreement harms the organization.organization.

Is disruptive inIs disruptive in many ways. many ways.

Wastes time andWastes time andcompany resources.company resources.

Leads to anger and Leads to anger and workplace violenceworkplace violence

by employees. by employees.


The Relationship between The Relationship between Conflict Intensity Conflict Intensity and Performanceand Performance

Positive

Neutral

Negative

Low High

Intensity of Conflict

Too LittleConflict

Too MuchConflict

AppropriateConflict

Per

form

ance



Stimulating the Right Type of Conflict Stimulating the Right Type of Conflict within Teamswithin Teams

C-type (C-type (CognitiveCognitive) Conflict) Conflict Focuses on substantive, issued-related (concrete) issues Focuses on substantive, issued-related (concrete) issues

and differences that can be dealt with more intellectually and differences that can be dealt with more intellectually than emotionally.than emotionally.

A-type (A-type (AffectiveAffective) Conflict) Conflict Focuses on subjective, individually oriented issues that are Focuses on subjective, individually oriented issues that are

dealt with more emotionally than intellectually.dealt with more emotionally than intellectually.


C-type (C-type (CognitiveCognitive) Conflict and ) Conflict and TeamsTeams Benefits of C-type Conflict:Benefits of C-type Conflict: Conflict is functional in requiring teams to engage in Conflict is functional in requiring teams to engage in

activities that foster team effectiveness:activities that foster team effectiveness: All team activities focus on core issues of the problemAll team activities focus on core issues of the problem Creativity and innovative thinking that create stretch goalsCreativity and innovative thinking that create stretch goals Open communications where all can speak Open communications where all can speak

freely without fear of retributionfreely without fear of retribution Integration in making use of Integration in making use of

all team members, instead of all team members, instead of one or two carrying the load one or two carrying the load for all.for all.


Conflict ManagementConflict Management

Conflict management stylesConflict management styles Are combinations of satisfying one’s own Are combinations of satisfying one’s own

desires (assertiveness) and satisfying the desires (assertiveness) and satisfying the desires of others (cooperativeness).desires of others (cooperativeness).


CCoonnfflliicctt MMaannaaggeemmeenntt SSttyyllee

MMeetthhoodd ooff RReessoollvviinngg CCoonnfflliicctt

PPeerrssoonnaall AAccttiivviittyy

CCoommppeettiittiivvee DDeessiirreess ttoo wwiinn oonnee’’ss oowwnn ccoonncceerrnnss aatt tthhee eexxppeennssee ooff tthhee ootthheerr ppaarrttyy,, oorr ttoo ddoommiinnaattee..

EEnnggaaggee iinn wwiinn--lloossee ppoowweerr ssttrruugggglleess iinn tthhee ooffffiiccee..

AAccccoommmmooddaattiivvee FFaavvoorrss aappppeeaasseemmeenntt,, oorr ssaattiissffyyiinngg ootthheerr ppaarrttyy’’ss ccoonncceerrnnss wwiitthhoouutt ttaakkiinngg ccaarree ooff oonnee’’ss oowwnn nneeeeddss..

GGrraannttiinngg eexxcceessssiivvee ppaayy rraaiisseess ttoo ddiissssaattiissffiieedd wwoorrkkeerrss ttoo bbuuyy tthheeiirr llooyyaallttyy

SShhaarriinngg PPrreeffeerrss mmooddeerraattee bbuutt iinnccoommpplleettee ssaattiissffaaccttiioonn ffoorr bbootthh ppaarrttiieess wwhhiicchh rreessuullttss iinn ccoommpprroommiissee..

““SSpplliittttiinngg tthhee ddiiffffeerreennccee”” ttoo rreeaacchh aaggrreeeemmeenntt oonn aann iissssuuee..

CCoollllaabboorraattiivvee RReefflleeccttss aa ddeessiirree ttoo ffuullllyy ssaattiissffyy bbootthh ppaarrttiieess’’ ccoonncceerrnnss wwhhiicchh aa wwiinn--wwiinn ssiittuuaattiioonn ffoorr bbootthh ppaarrttiieess..

AAggrreeeeiinngg ttoo hhiirree ffeewweerr tteemmppoorraarryy wwoorrkkeerrss iiff tthhee uunniioonn wwiillll aaggrreeee ttoo rreellaaxx wwoorrkk rruullee rreessttrriiccttiioonnss..

AAvvooiiddaanntt IInnddiiffffeerreennccee ttoo tthhee ccoonncceerrnnss ooff eeiitthheerr ppaarrttyy;; lleeaavviinngg rreessoolluuttiioonn ooff tthhee ccoonnfflliicctt ttoo ffaattee oorr ttoo tthhee ootthheerr ppaarrttiieess ttoo wwoorrkk oouutt tthheeiirr ddiiffffeerreenncceess oonn tthheeiirr oowwnn..

TThhee aabbsseenntteeee oowwnneerr ooff aa ffiirrmm lleettttiinngg tthhee ffiirrmm’’ss mmaannaaggeemmeenntt aanndd llaabboorr uunniioonn wwoorrkk oouutt aa ccoonnttrraacctt aaggrreeeemmeenntt wwiitthhoouutt iinntteerrffeerreennccee ffrroomm tthhee oowwnneerr..


Conflict-Handling Styles AccordingConflict-Handling Styles According to Degree of Cooperation to Degree of Cooperation

and Assertivenessand Assertiveness

Avoidant(Neglect)

Accommodative(Appeasement)

Sharing(Compromise)

Collaborative(Integration)

Competitive(Dominant)

Party’s desire to satisfy other’s concern

Ass

erti

veU

nas

sert

ive

Par

ty’s

des

ire

tosa

tisf

y o

wn

co

nce

rn

Uncooperative Cooperative

•

•

•

Source: K. W. Thomas, “Organizational Conflict” in Steve Kerr (ed.), Organizational Behavior (Columbus, Ohio: Grid Publishing, 1979), p. 156.



Conflict Resolution MethodsConflict Resolution Methods

Confrontation and Problem SolvingConfrontation and Problem Solving A method of identifying the true source of the conflict and A method of identifying the true source of the conflict and

resolving it systematically, emphasizing a tactful and non-resolving it systematically, emphasizing a tactful and non-combative approach to maintaining a harmonious combative approach to maintaining a harmonious relationship with the other party.relationship with the other party.


Confrontation and Problem SolvingConfrontation and Problem Solving

D. H. Stamatis’ Six stepsD. H. Stamatis’ Six steps Step 1:Step 1: AwarenessAwareness—recognizing that conflict exists.—recognizing that conflict exists. Step 2:Step 2: The decision to confront—conflicting parties The decision to confront—conflicting parties

come into open contact, no longer avoiding conflict.come into open contact, no longer avoiding conflict. Step 3:Step 3: The confrontation—parties choose conflict The confrontation—parties choose conflict

management styles and work toward resolution.management styles and work toward resolution. Step 4:Step 4: Determining the cause of the conflict—parties Determining the cause of the conflict—parties

jointly identify the source of the conflict.jointly identify the source of the conflict. Step 5:Step 5: Determining the outcome and further stepsDetermining the outcome and further steps——

parties attempt to reduce or eliminate cause of the conflict.parties attempt to reduce or eliminate cause of the conflict. Step 6:Step 6: Follow-throughFollow-through—parties should check —parties should check

periodically that agreements are being kept.periodically that agreements are being kept.


Confront, Contain, and Connect for Confront, Contain, and Connect for AngerAnger ConfrontConfront

Jump in and get agitated Jump in and get agitated workers talking to prevent workers talking to prevent future blowups.future blowups.

ContainContain Move the angry worker out of Move the angry worker out of

sight and earshot of fellow sight and earshot of fellow workers. workers. Remain impartial in the Remain impartial in the situation.situation.

ConnectConnect Ask open-ended questions to Ask open-ended questions to

get at the real reasons for the get at the real reasons for the angry outburst.angry outburst.


Structural MethodsStructural Methods

The organizational structure of a firm can create The organizational structure of a firm can create conflict among and between employees.conflict among and between employees. Structural methods emphasize juggling work assignments Structural methods emphasize juggling work assignments

and reporting relationships to minimize disputes by: and reporting relationships to minimize disputes by: exchanging members of an exchanging members of an

organizational unit for organizational unit for another unit’s members.another unit’s members.

resolving the conflict through resolving the conflict through an appeal to a higher authorityan appeal to a higher authority

by maintaining an “open by maintaining an “open door” policy.door” policy.


Work StressWork Stress

Stress is the mental and physical condition that Stress is the mental and physical condition that results from a perceived threat that cannot be results from a perceived threat that cannot be dealt with readily.dealt with readily. Stress has productivity, legal, and human consequences.Stress has productivity, legal, and human consequences. Stress can result from both negative Stress can result from both negative

and positive situations.and positive situations. Stress creates psychological, Stress creates psychological,

physical, and behavioral physical, and behavioral health problems.health problems.


A Cybernetic Theory of Stress, A Cybernetic Theory of Stress, Coping, and Well-Being in Coping, and Well-Being in OrganizationsOrganizationsStress is a discrepancy between an employee’s Stress is a discrepancy between an employee’s perceived state of being and desired state.perceived state of being and desired state. For stress to occur, the discrepancy must be important to For stress to occur, the discrepancy must be important to

the employee.the employee. The worker attempts to deal with the discrepancy by coping The worker attempts to deal with the discrepancy by coping

through altering the perceptions, desires, and importance through altering the perceptions, desires, and importance surrounding the discrepancy.surrounding the discrepancy.

To manage stress properly, a person must narrow the To manage stress properly, a person must narrow the discrepancies between actual conditions and a desired discrepancies between actual conditions and a desired state.state.


Symptoms and Consequences of Symptoms and Consequences of Work StressWork Stress StressorStressor Any force creating a physiological, Any force creating a physiological,

emotional, and/or behavioral emotional, and/or behavioral stress reaction.stress reaction.

StrainStrain The adverse impact that The adverse impact that

the stress reaction has on the stress reaction has on employee health and well-employee health and well-being that coping with the being that coping with the stressor brings about.stressor brings about.


Symptoms of Stress Symptoms of Stress

PhysiologicalPhysiological Increased heart rateIncreased heart rate Elevated blood pressureElevated blood pressure Faster respiration rateFaster respiration rate Dilated pupilsDilated pupils Increased perspirationIncreased perspiration

Risk factorsRisk factors Heart attacks and strokesHeart attacks and strokes Hypertension and headachesHypertension and headaches UlcersUlcers ColitisColitis AllergiesAllergies

EmotionalEmotional Anxiety and tensionAnxiety and tension Depression and Depression and

discouragementdiscouragement BoredomBoredom Prolonged fatigueProlonged fatigue Feelings of hopelessnessFeelings of hopelessness Defensive thinkingDefensive thinking

BehavioralBehavioral Nervous habitsNervous habits Decreased job performanceDecreased job performance Errors in concentration and Errors in concentration and

judgmentjudgment


BurnoutBurnout

A pattern of emotional, physical, and mental A pattern of emotional, physical, and mental exhaustion in response to chronic job stressors.exhaustion in response to chronic job stressors. Symptoms—cynicism, apathy, and indifference.Symptoms—cynicism, apathy, and indifference.


BurnoutBurnout

Sources of burnout (Maslach and Leitier) are Sources of burnout (Maslach and Leitier) are mismatches between the person and:mismatches between the person and: Work overload (longer hours and less free time).Work overload (longer hours and less free time). Lack of control over one’s work.Lack of control over one’s work. Lack of reward for one’s contributions.Lack of reward for one’s contributions. Lack or a breakdown in the person’s work community.Lack or a breakdown in the person’s work community. Lack of fair treatment.Lack of fair treatment. Value conflicts between job demands and personal ethics.Value conflicts between job demands and personal ethics.


Factors Contributing to Work StressFactors Contributing to Work Stress

Within the IndividualWithin the Individual Coping with significant change.Coping with significant change. Being hostile, aggressive, and impatient (Type A Being hostile, aggressive, and impatient (Type A

individuals).individuals). Having an external locus of control.Having an external locus of control. Negative lifestyle factors (lack of exercise, Negative lifestyle factors (lack of exercise,

poor eating habits, smoking, abusing poor eating habits, smoking, abusing alcohol and drugs).alcohol and drugs).

Being pessimistic in general.Being pessimistic in general.


Factors Contributing to Work StressFactors Contributing to Work Stress

Adverse Organizational ConditionsAdverse Organizational Conditions Stress from high job demands and lack of control over job.Stress from high job demands and lack of control over job. Role overload (too much to do)Role overload (too much to do) Role underload (too little to do)Role underload (too little to do) Role conflictsRole conflicts

Intrasender and intersenderIntrasender and intersender Interrole and person-roleInterrole and person-role

Role ambiguityRole ambiguity Emotional laborEmotional labor Repetitive strain injuries (RSI)Repetitive strain injuries (RSI) Culturally diverse work forceCulturally diverse work force


The Job Demands-Job Control ModelThe Job Demands-Job Control Model

Low Job Demands

Low Control

High Control

High Job Demands

Passive Job

Low-strain Job

High-strain Job

Active Job



Organizational Approaches to Stress Organizational Approaches to Stress ManagementManagement

Providing emotional support to employees.Providing emotional support to employees. Making wellness and fitness programs Making wellness and fitness programs

available to employees.available to employees. Giving on-site massages Giving on-site massages

to employeesto employees Allowing napping Allowing napping

on the job.on the job.


Providing Emotional Support to Providing Emotional Support to EmployeesEmployeesEmotion support from immediate supervisors can Emotion support from immediate supervisors can help employees cope with job stress. Supportive help employees cope with job stress. Supportive behaviors include:behaviors include:

1. Keeping communication channels open.

2. Providing the right kind of help.

3. Acting as a catalyst for change.

4. Holding back on disseminating stressful information.


Individual Approaches to Stress Individual Approaches to Stress ManagementManagement ControlControl Getting the right emotional support.Getting the right emotional support. Practice good work habits and time management.Practice good work habits and time management.

Symptom ManagementSymptom Management Getting physical exercise to release endorphins.Getting physical exercise to release endorphins. Using a relaxation response technique.Using a relaxation response technique.

EscapeEscape Eliminating the stressor.Eliminating the stressor. Mentally blocking out the stressor.Mentally blocking out the stressor.

conflict, stress, and well-being fundamentals of organizational behavior 2e andrew j. dubrin...

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