Unit 3

Individual in Organization

1
 Contents
– Organizational commitment,
– Job involvement and Job satisfaction,
– Motivation:
 Concept,
 Content theories (Need Theory, Two factor theory, Job
design approach)
 Process theories (Expectation theory, equity theory,
Goal setting theory);
– Power and organizational politics,
– Conflict Management.
2
 Organisational commitment
 A Strong desire to remain member of a particular
organization.
 Willingness to exert high level of effort on behalf of the
organization
 An employee’s loyalty to the organization, willingness to
exert effort on the behalf of the organization, associated
with the acceptance of the organizational goal and
values and desire to maintain membership
 A worker feeling and attitude about the entire
organization.
3
Three Component
 Affective commitment
– emotional attachment to, identification with, and
involvement in an organisation
 Continuance commitment
– belief that staying with the organisation serves your
personal interests
 Normative Commitment
– Perceived obligation to remain in an organization
5
Building organisational commitment

 Maintain fairness and satisfaction

 Provide some job security
 Support organisational comprehension
 Involve employees in decisions
 Build trust
 Outcome of OC

 High performance
 Low turnover
 Low absenteeism
 Supportive organizational climate

7
Employee Involvement
Employee Involvement Program
A participative process that uses the entire capacity of
employees and is designed to encourage increased
commitment to the organization’s success
Examples

Participative Management
A process in which subordinates share a significant degree of
decision-making power with their immediate superiors
Representative Participation
Workers participate in organizational decision making through a
small group of representative employees.
Works Councils
Groups of nominated or elected employees who must be
consulted when management makes decisions involving
personnel
Examples…

Board Representative
A form of representative participation; employees sit
on a company’s board of directors and represent the
interests of the firm’s employees.
Quality Circle
A work group of employees who meet regularly to
discuss their quality problems, investigate causes,
recommend solutions, and take corrective actions
Job Satisfaction

 Measuring Job Satisfaction

– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– In general, people are satisfied with their jobs.
– Depends on facets of satisfaction—tend to be
less satisfied with pay and promotion
opportunities
Causes of Job Satisfaction

 Pay influences job satisfaction only to a

point.
– After about $40,000 a year, there is no
relationship between amount of pay and job
satisfaction.

 Personality can influence job satisfaction.

– Negative people are usually not satisfied with
their jobs.
How Employees Can Express
Dissatisfaction

Exit Voice
Behavior directed toward Active and constructive
leaving the organization attempts to improve
conditions

Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve worsen
The Effect of Job Satisfaction on
Employee Performance

 Satisfaction and Productivity

– Satisfied workers are more productive AND more productive
workers are more satisfied!
– Worker productivity is higher in organizations with more satisfied
workers.
 Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
 Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high performers and to weed
out lower performers.
Job Satisfaction and OCB

 Satisfaction and OCBs

– Satisfied employees who feel fairly treated by and
are trusting of the organization are more willing to
engage in behaviors that go beyond the normal
expectations of their job.
Job Satisfaction and Customer
Satisfaction

 Satisfaction and Customer Satisfaction

– Satisfied workers provide better customer service.
 Satisfied employees increase customer
satisfaction because:
– They are more friendly, positive, and responsive.
– They are less likely to turnover, which helps build
long-term customer relationships.
– They are experienced.
 Dissatisfied customers increase employee job
dissatisfaction.
What
What Is
Is Motivation?
Motivation?

Direction

Intensity
Persistence
What Is Motivation?

Motivation
The processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a
goal

Key
KeyElements
Elements
1.
1. Intensity:
Intensity:How
Howhard
hardaaperson
persontries
tries
2.
2. Direction:
Direction:Toward
Towardbeneficial
beneficialgoal
goal
3.
3. Persistence:
Persistence:How
Howlong
longaaperson
persontries
tries
 The Motivation Process

Unsatisfied
Unsatisfied
Need
Need Search
Search
Behavior
Behavior

Tension
Tension Reduction
Reduction
of
of Tension
Tension

Satisfied
Satisfied
Drives Need
Need
Drives
20
Hierarchy of Needs Theory
(Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five needs:
physiological, safety, social, esteem,
and self-actualization; as each need
is substantially satisfied, the next
need becomes dominant.

Self-Actualization
Self-Actualization
The
Thedrive
driveto
tobecome
becomewhat
what one
oneisiscapable
capableof
of
becoming
becoming
Maslow’s Hierarchy of Needs
Lower-Order Needs Higher-Order Needs
Needs that are satisfied Needs that are satisfied
externally; physiological Self internally; social, esteem,
and safety needs and self-actualization
Esteem needs

Social

Safety

Physiological
Assumptions of Maslow’s
Hierarchy

Movement Up the Pyramid

Individuals cannot move to the next higher level until all
needs at the current (lower) level are satisfied.

Individuals therefore Maslow

MaslowApplication
Application
must move up the
hierarchy in order. AAhomeless
homelessperson
person
will
willnot
notbe
bemotivated
motivatedto
to
meditate!
meditate!
 Implication
 Adult motive are complex. No single motive determines
behavior.
 Needs form a hierarchy.
 A satisfied need is not a motivator. A need that is
unsatisfied activates seeking behavior. If a lower level
need is satisfied, a higher level emerges.
 Higher level needs can be satisfied in many more ways
than can the lower level needs.
 People seek growth. They want to move up the
hierarchy of needs.

24
 Critical Evaluation
 The needs may or may not follow a definite hierarchical order. So
to say, there may be overlapping in need hierarchy.
 The need priority model may not apply at all times in all places.
 Researchers how that man’s behavior at any time is mostly guided
by multiplicity of behavior. Hence, Maslow’s preposition that one
need is satisfied at one time is also doubtful validity.
 In case of some people, the level of motivation may be
permanently lower. For example, a person suffering from chronic
unemployment may remain satisfied for the rest of his life if only he
can get enough food.

25
 McGregor’s Theory X and Y
Douglas McGregor said that managers hold one of two
sets of assumptions about human nature: either Theory X
or Theory Y. Seeing people as irresponsible and lazy,
managers who follow Theory X assume the following:
1. Employees inherently dislike work and will try to avoid it.
2. Since employees dislike work, they must be coerced, controlled,
or threatened to achieve goals.
3. Employees avoid responsibilities and seek formal direction, if
possible.
4. Most workers place security above all other work-related factors
and will display little ambition.

26
 McGregor’s Theory X and Y

Since they see people as responsible and conscientious,

managers who follow Theory Y assume the following:
1. Employees can view work as being as natural as rest or play.
2. When committed to their objectives, people will exercise self-
direction and self-control
3. The average person can learn to accept, even seek, responsibility.
4. Many workers besides managers have innovative decision-making
skills.
No hard evidence confirms that either set of assumptions
is universally true. It is more likely that the assumptions of
Theory X or Theory Y may or may not be appropriate,
depending on the situation at hand.
27
 Having
Having Little
LittleAmbition
Ambition

Theory
Theory XX Disliking
Disliking Work
Work
Managers
ManagersSee
SeeWorkers
Workersas…
as…

Avoiding
Avoiding Responsibility
Responsibility

Self-Directed
Self-Directed
Theory
Theory YY Enjoying
Enjoying Work
Work
Managers
Managers See
SeeWorkers
Workersas…
as…

Accepting
Accepting Responsibility
Responsibility
Herzberg’s Two-Factor Theory
Bottom Line: Satisfaction and dissatisfaction are
not opposites of the same thing!

Hygiene
Hygiene
Separate Constructs
Factors
– Hygiene Factors—
Factors Extrinsic and Related to
•• Salary Dissatisfaction Motivators
Motivators
Salary
•• Work •• Achievement
Achievement
Work – Motivation Factors—
Condition
Condition Intrinsic and Related to •• Responsibility
Responsibility
ss Satisfaction •• Growth
Growth
•• Company
Company
Policies
Comparison of Satisfiers and Dissatisfiers

Factors characterizing events

on the job that led to extreme
job dissatisfaction
Factors characterizing
events on the job that led
to extreme job
satisfaction
Contrasting Views of Satisfaction and
Dissatisfaction
 Implication
 Herzberg’s theory casts new light on the content of work
motivation.
 The distinction of motivational and maintenance factors will
help managers in encouraging individuals to pick
performance.
 The most basic implication of the theory is that in order to
maximize human productivity it is absolutely necessary to
satisfy employee’s maintenance needs and provide the
opportunity to gratify their motivation needs.
 The key to motivation lies in structuring meaningful jobs, jobs
that are challenging and rewarding that provide increased
opportunities for achievement, responsibility, growth and
32 recognition.
 Criticism

• People generally tend to take credit themselves when

things go will. They blame failure on the external
environment.
• Critics consider Herzberg's two factor theory to be
simplistic - what motivates me may be a dissatisfier for
someone else
• Its for individuals, not as a homogeneous group with one
set of wants and needs
• Some factors may be within your control, some may not

33
 Comparison Between Maslow and
Herzberg’s Theory

Motivators

Hygiene

34
 Comparison Between Maslow and
Herzberg’s Theory
Basis Maslow Herzberg
1. Order of need Sequential arrangement No such arrangements.
of needs
2. Emphasis Descriptive Prescriptive
3. Essence Unsatisfied needs Gratified needs cause
energize behavior; this performance.
behavior cause
performance.
4. Motivators Any need can be a Only higher level needs
motivator if it is relatively serves as motivators.
unsatisfied.
5. Applicability Takes general view of the Takes a micro-view and
motivational problems of deals with work-oriented
all workers. motivational problems of
professional workers.
35
Job Design Theory

Job Characteristics
Model
Identifies five job Characteristics
Characteristics
characteristics and their 1.
1. Skill
Skillvariety
variety
relationship to personal and 2.
work outcomes 2. Task
Taskidentity
identity
3.
3. Task
Tasksignificance
significance
4.
4. Autonomy
Autonomy
5.
5. Feedback
Feedback
Job Design Theory (cont’d)
Skill Variety
The degree to which a job requires a variety of
different activities (how may different skills are
used in a given day, week, month?)
Task Identity
The degree to which the job requires completion of a
whole and identifiable piece of work (from beginning to
end)
Task Significance
The degree to which the job has a substantial impact on
the lives or work of other people
Job Design Theory …

Autonomy
The degree to which the job provides substantial freedom
and discretion to the individual in scheduling the work
and in determining the procedures to be used in carrying
it out

Feedback
The degree to which carrying out the work activities
required by a job results in the individual obtaining direct
and clear information about the effectiveness of his or her
performance
Examples of High and Low Job Characteristics
Characteristics Examples
Skill Variety
• High variety The owner-operator of a garage who does electrical repair, rebuilds
engines,
does body work, and interacts with customers
• Low variety A bodyshop worker who sprays paint eight hours a day
Task Identity
• High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds
the object, and finishes it to perfection
• Low identity A worker in a furniture factory who operates a lathe to make table legs
Task Significance
• High significance Nursing the sick in a hospital intensive care unit
• Low significance Sweeping hospital floors
Autonomy
• High autonomy A telephone installer who schedules his or her own work for the day, and
decides on the best techniques for a particular installation
• Low autonomy A telephone operator who must handle calls as they come according to a
routine, highly specified procedure
Feedback
• High feedback An electronics factory worker who assembles a radio and then tests it to
determine if it operates properly
• Low feedback An electronics factory worker who assembles a radio and then routes it to a
Job Design Theory …
 Job Characteristics Model
– Jobs with skill variety, task identity, task significance, autonomy,
and for which feedback of results is given, directly affect three
psychological states of employees:
 Knowledge of results
 Meaningfulness of work
 Personal feelings of responsibility for results
– Increases in these psychological states result in increased
motivation, performance, and job satisfaction.
The Job Characteristics Model
Computing a Motivating Potential Score

People
Peoplewho
whowork
workon
onjobs
jobswith
withhigh
highcore
coredimensions
dimensionsare
are
generally
generallymore
moremotivated,
motivated,satisfied,
satisfied,and
andproductive.
productive.
Job
Jobdimensions
dimensionsoperate
operatethrough
throughthe
thepsychological
psychologicalstates
statesinin
influencing
influencingpersonal
personaland
andwork
workoutcome
outcomevariables
variablesrather
ratherthan
than
influencing
influencingthem
themdirectly.
directly.
Job Design and Scheduling
Job Rotation
The periodic shifting of a worker from
one task to another

Job Enlargement
The horizontal expansion of
jobs

Job Enrichment
The vertical expansion of jobs
 Expectancy Theory

• According to expectancy theory, individual motivation

to put forth more or less effort is determined by a
rational calculation in which individuals evaluate their
situation.
• According to this theory, individuals ask themselves
three questions.

44
 Expectancy Theory

Ethical Values and

Behaviors of Leaders

Bottom Line
All three links between the boxes must be intact or motivation
will not occur. Thus,
• Individuals must feel that if they try, they can perform and
• If they perform, they will be rewarded and
• When they are rewarded, the reward will be something they
care about.
 Ways in Which Managers Can Influence
Expectancy, Instrumentality, and Valence

46
 Merits Criticism
Values human dignity i.e. Applicable only in situation
says individual thinks, where effort-performance and
reasons and anticipate performance-reward linkages
future concerns. are clearly perceived by the
employee
Efforts to result in Lacks in validity.
appropriate need satisfying
reward.

47
 Equity Theory
Imagine that you are paid $10 an hour working as
an office assistant. You have held this job for 6
months. You are very good at what you do, you
come up with creative ways to make things easier
around you, and you are a good colleague who is
willing to help others. You stay late when
necessary and are flexible if requested to change
hours. Now imagine that you found out they are
hiring another employee who is going to work with
you, who will hold the same job title, and who will
perform the same type of tasks. This particular
person has more advanced computer skills, but it
is unclear whether these will be used on the job.
The starting pay for this person will be $14 an
hour. How would you feel? Would you be as
48 motivated as before, going above and beyond your
Equity Theory
Equity Theory
Individuals compare their job inputs and outcomes with
those of others and then respond to eliminate any
inequities

Referent
ReferentComparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
Equity Theory (cont’d)
Equity is determined by comparing
one’s input-outcome ratio with the
input-outcome ratio of a referent. When
the two ratios are equal, equity exists.
 Input, Outcome and Referent
 Inputs are the contributions people feel they are making
to the environment.
 Outcomes are the perceived rewards someone can
receive from the situation.
 The referent other may be a specific person as well as a
category of people. Referents should be comparable to
us—otherwise the comparison is not meaningful. It
would be pointless for a student worker to compare
himself to the CEO of the company.

51
Equity Theory (cont’d)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2. Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
3.3. Distort/change
Distort/changeperceptions
perceptionsofofself
self
4.4. Distort/change
Distort/changeperceptions
perceptionsofofothers
others
5.5. Choose
Chooseaadifferent
differentreferent
referentperson
person
6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)
 Reaction to Inequality
Reactions to inequity Example
Changing one’s thinking to believe that the referent
Distort perceptions
actually is more skilled than previously thought
Increase referent’s inputs Encouraging the referent to work harder
Deliberately putting forth less effort at work. Reducing
Reduce own input
the quality of one’s work
Negotiating a raise for oneself or using unethical ways
Increase own outcomes of increasing rewards such as stealing from the
company
Change referent Comparing oneself to someone who is worse off
Leave the situation Quitting one’s job
Suing the company or filing a complaint if the
Seek legal action
53 unfairness in question is under legal protection
Equity Theory (cont’d)

Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.1. Overrewarded
Overrewardedhourly
hourlyemployees
employeesproduce
producemore
morethan
than
equitably
equitablyrewarded
rewardedemployees.
employees.
2.2. Overrewarded
Overrewardedpiece-work
piece-workemployees
employeesproduce
produceless,
less,but
but
do
dohigher
higherquality
qualitypiece
piecework.
work.
3.3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
producelower
lowerquality
quality
work.
work.
4.4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
largerquantities
quantitiesofof
lower-quality
lower-qualitypiece
piecework
workthan
thanequitably
equitablyrewarded
rewarded
employees.
employees.
Three Types of Justice

Distributive Justice Procedural Justice

Perceived fairness of the Perceived fairness of the
outcome (the final distribution) process used to determine
the outcome (the final
“Who got what?” distribution)
“How was who gets what
Interactional Justice decided?”
The degree to which one is
treated with dignity and
respect.
“Was I treated well?”
Justice and Equity Theory
 Merits Criticism
Recognize the need of social Lack of clarity in choosing or
comparison. changing a person he
compares
with.
Adopts a realistic approach Inputs & outputs relation not
i.e. motivation is based on looked into properly.
perceived
behavior rather than the
actual set of circumstances
Inappropriate methods used
to resolve inequity.

57
Goal-Setting Theory (Edwin Locke)

Basic Premise: That specific and difficult goals, with

self-generated feedback, lead to higher performance.

But, the relationship between goals and performance

will depend on:
• Goal commitment
– “I want to do it & I can do it”
• Task characteristics (simple, well-learned)
• National culture
Goal Setting in Action: MBO
Programs

Management
ManagementBy
ByObjectives
ObjectivesPrograms
Programs
••Company
Companywide
widegoals
goalsand
andobjectives
objectives
••Goals
Goalsaligned
alignedatatall
alllevels
levels
••Based
Basedon
onGoal
GoalSetting
SettingTheory
Theory
What Is MBO?
Management by Objectives (MBO)
A program that encompasses specific goals,
participatively set, for an explicit time period, with
feedback on goal progress

Key
KeyElements
Elements
1.1. Goal
Goalspecificity
specificity
2.2. Participative
Participativedecision
decisionmaking
making
3.3. An
Anexplicit
explicittime
timeperiod
period
4.4. Performance
Performancefeedback
feedback
Cascading of Objectives
Why MBOs Fail

 Unrealistic expectations about MBO results

 Lack of commitment by top management
 Failure to allocate reward properly
 Cultural incompatibilities
63
A Definition of Power

Power
A capacity that A has to influence
the behavior of B so that B acts in
accordance with A’s wishes

Dependency
Bs relationship to A when A
possesses something that B
requires
Contrasting Leadership and Power
 Leadership  Power
– Focuses on goal – Used as a means for
achievement achieving goals
– Requires goal compatibility – Requires follower
with followers dependency
– Focuses influence – Used to gain lateral
downward and upward influence
 Research Focus  Research Focus
– Leadership styles and – Power tactics for
relationships with followers gaining compliance
Bases of Power: Formal Power

Formal Power
Is established by an individual’s position in an
organization; conveys the ability to coerce or reward,
from formal authority, or from control of information

Coercive Power
A power base dependent on fear

Reward Power
Compliance achieved based on
the ability to distribute rewards that
others view as valuable
Bases of Power: Formal Power…

Legitimate Power
The power a person receives as a result of
his or her position in the formal hierarchy of
an organization
Bases of Power: Personal Power
Expert Power
Influence based on special skills
or knowledge

Referent Power
Influence based on possession
by an individual of desirable
resources or personal traits
Dependency: The Key To Power
 The General Dependency Postulate
– The greater Bs dependency on A, the greater the power A
has over B
– Possession/control of scarce organizational resources that
others need makes a manager powerful
– Access to optional resources (e.g., multiple suppliers)
reduces the resource holder’s power
 What Creates Dependency
– Importance of the resource to the organization
– Scarcity of the resource
– Non-substitutability of the resource
Power Tactics

Power Tactics Influence

InfluenceTactics
Tactics
Ways in which individuals • • Legitimacy
Legitimacy
translate power bases into • • Rational persuasion
Rational persuasion
specific actions • • Inspirational appeals
Inspirational appeals
• • Consultation
Consultation
• • Exchange
Exchange
• • Personal appeals
Personal appeals
• • Ingratiation
Ingratiation
• • Pressure
Pressure
• • Coalitions
Coalitions
Preferred Power Tactics by Influence
Direction

Upward Influence Downward Influence Lateral Influence

Rational persuasion Rational persuasion Rational persuasion
Inspirational appeals Consultation
Pressure Ingratiation
Consultation Exchange
Ingratiation Legitimacy
Exchange Personal appeals
Legitimacy Coalitions
Power in Groups: Coalitions
Coalitions • • Seek to maximize their size
Seek to maximize their size
totoattain
attaininfluence
influence
Clusters of individuals who
temporarily come together • • Seek a broad and diverse
Seek a broad and diverse
to achieve a specific constituency
constituencyfor
forsupport
supportofof
their
theirobjectives
objectives
purpose
• • Occur more frequently in
Occur more frequently in
organizations
organizationswith
withhigh
high
task
taskand
andresource
resourceinter-
inter-
dependencies
dependencies
• • Occur more frequently if
Occur more frequently if
tasks
tasksare
arestandardized
standardizedand
and
routine
routine
Politics: Power in Action

Political Behavior
Activities that are not required as part of one’s formal
role in the organization, but that influence, or attempt
to influence, the distribution of advantages or
disadvantages within the organization

Legitimate Political Behavior

Normal everyday politics
Illegitimate Political Behavior
Extreme political behavior that violates the implied rules
of the game
Factors that Influence Political
Behaviors
Employee Responses to Organizational
Politics
Defensive Behaviors

Avoiding
AvoidingAction
Action
•• Overconforming
Overconforming
•• Buck
Buckpassing
passing
Avoiding
AvoidingBlame
Blame
•• Playing
Playingdumb
dumb •• Buffing
Buffing(polish)
(polish)
•• Stretching Avoiding
Stretching •• Playing AvoidingChange
Change
•• Stalling Playingsafe
safe •• Prevention
Stalling •• Justifying Prevention
Justifying •• Self-protection
•• Scapegoating Self-protection
Scapegoating
•• Misrepresenting
Misrepresenting
Is a Political Action Ethical?
1. What is the utility of
engaging in the
behavior?
2. Does the utility balance
out any harm done by
the action?
3. Does the action
conform to standards of
equity and justice?
78
Conflict

Process that begins when one party perceives

that another party has negatively affected, or is
about to negatively affect, something that the first
party cares about.
Transitions in Conflict Thought
Traditional View
All conflict is harmful and must be avoided
Human Relations View
Conflict is a natural and inevitable outcome in
any group and need not be negative
Interactionist View
Conflict is encouraged to prevent group from
becoming stale
Functional Vs.
Dysfunctional Conflict
 Functional:improves group
performance
 Dysfunctional: hinders group
performance
 Assessing Focus of Conflict:
– Task – work content and goals
– Relationship – interpersonal
– Process – how the work is done
Desired Conflict Levels

Level of Conflict
Source of
Conflict Low Moderate High

Task Functional Dysfunctional

Relationship Dysfunctional
Process Functional Dysfunctional
The Conflict Process
Stage I: Potential Opposition
 Communication
– Barriers Exist
– Too Much or Too Little
 Structure
– Group Size, Age, Diversity
– Organizational Rewards,
Goals, Group Dependency
 Personal Variables
– Personality Types
– Emotionality
Stage II: Cognition and
Personalization

 Potential for conflict is actualized

 Parties “make sense” of conflict by defining it and
its potential solutions
 Emotions play a major role in shaping
perceptions
– Perceived Conflict – awareness needed for
actualization
– Felt Conflict - emotional involvement - parties
experience anxiety, tension, frustration, or hostility
Stage III: Intentions
 The decision to act in a given way
 Inferred (often erroneous) intentions may cause
greater conflict
Stage IV: Behavior

 Where conflict becomes visible

 Usually overt attempts to implement each party’s
intentions
 May become an unintentional stimulus due to
miscalculations or unskilled enactments
– Functional Conflicts: confined to lower range of
continuum – subtle, indirect, and highly controlled
– Dysfunctional Conflicts: upper range – highly
destructive activities such as strikes and riots
Stage V: Outcomes
 Functional:
– Improves decision quality
– Stimulates creativity and innovation
– Encourages interest and curiosity
– Problems are aired
– Accepts change and self-evaluation
 Dysfunctional:
– Group is less effective
– Cohesiveness and communications are reduced
– Leads to the destruction of the group
Creating Functional Conflict
 Managers can reward dissent
and punish conflict avoiders
 Managers must learn to accept
bad news without sending
cues that conflict is
unacceptable