Unit 4: Conflict, stress & organizational culture
Organizational Behaviour notes · PTU syllabus (BBA301-18)
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Unit summary
Every organisation faces conflict and stress, and each has its own culture. This unit covers the meaning, types and sources of conflict, the conflict management process, sources and management of stress, and the meaning, types and dimensions of organisational culture.
After this unit you can
- Explain the types and sources of conflict and the conflict process
- Apply conflict management styles
- Identify sources of stress and approaches to stress management
- Explain the meaning, types and dimensions of organisational culture
PTU syllabus topics
- Meaning
- types and sources of conflict
- the conflict management process
- sources of stress and stress management approaches
- meaning
- types and dimensions of organizational culture
- 1Potential opposition
Communication, structure, personal factors
- 2Cognition and personalisation
Conflict is felt
- 3Intentions
Compete, collaborate, avoid, accommodate, compromise
- 4Behaviour
Conflict becomes visible
- 5Outcomes
Functional or dysfunctional
Topic 1
Conflict: meaning, types and sources
Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something the first party cares about.
- Functional conflict supports goals and improves performance; dysfunctional conflict hinders it.
- Types: task, relationship and process conflict; intrapersonal, interpersonal, intragroup and intergroup conflict.
- Sources: communication problems, structure (goal incompatibility, scarce resources, unclear authority) and personal variables (values, personality).
Topic 2
The conflict management process
- 1Potential opposition
Communication, structure, personal variables
- 2Cognition and personalisation
Conflict is perceived and felt
- 3Intentions
How to handle it
- 4Behaviour
Conflict becomes visible
- 5Outcomes
Functional or dysfunctional
- Competing
- Assertive, uncooperative — win-lose
- Collaborating
- Assertive and cooperative — win-win
- Avoiding
- Unassertive, uncooperative — withdraw
- Accommodating
- Cooperative, unassertive — give in
- Compromising
- Middle ground — each gives up something
Topic 3
Stress and stress management
Stress is a dynamic condition in which an individual faces an opportunity, demand or resource related to what they desire, where the outcome is uncertain and important. Sources: environmental (economic uncertainty, technological change), organisational (role overload, role conflict, poor leadership, deadlines) and individual (family, finances, personality). Effects: physiological (headaches, blood pressure), psychological (anxiety, dissatisfaction) and behavioural (absenteeism, turnover). Management: individual — time management, exercise, relaxation, social support; organisational — better selection and placement, clear roles, goal setting, job redesign, wellness programmes and employee assistance.
Topic 4
Organisational culture
Organisational culture is a system of shared meaning — values, beliefs and norms — that distinguishes one organisation from another.
Innovation and risk-taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
Types: strong vs weak cultures, dominant culture and subcultures; Handy's typology — power, role, task and person cultures. Culture is created by founders and sustained through selection, top management behaviour and socialisation; employees learn it through stories, rituals, symbols and language.
Key terms
- Functional conflict
- Conflict that supports group goals
- Collaborating
- A win-win conflict-handling style
- Stress
- Tension from uncertain, important demands
- Role overload
- Being expected to do more than time allows
- Organisational culture
- Shared values and meanings in an organisation
Quick revision
- Conflict: functional vs dysfunctional; task, relationship, process.
- Process: opposition → cognition → intentions → behaviour → outcomes.
- Styles: competing, collaborating, avoiding, accommodating, compromising.
- Stress sources: environmental, organisational, individual.
- Culture: seven Robbins dimensions; learned through stories, rituals, symbols.
Important exam questions
Practice questions written to the PTU exam pattern for this unit's syllabus: short answers (Section A style) and long answers (Sections B and C style).
Short-answer questions
- Q1.Define conflict and distinguish functional from dysfunctional conflict.
- Q2.Name Thomas's five conflict-handling styles.
- Q3.List three organisational sources of stress.
- Q4.Define organisational culture.
- Q5.How do employees learn culture?
Long-answer questions
- Q1.Explain the conflict process and conflict management styles.
- Q2.Discuss the sources, effects and management of stress.
- Q3.Explain the meaning, types and dimensions of organisational culture.
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