978-1285866352 Chapter 6 Solution Manual Part 2

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Managers tend to attribute the cause of poor performance by certain employees to internal reasons (ability

2. Determining the Cause of Poor Performance and Corrective Coaching Action (Slide 6-21, Model 6.3)

The performance formula explains performance as a function of ability, motivation, and resources.

3. Improving Performance with the Coaching Model (Slide 6-22 holds Model 6.4)

The steps in the coaching model are (1) describe current performance; (2) describe desired performance; (3)

Step 1. Describe current performance. In detail, using specific examples, describe the current behavior

Step 2. Describe desired performance. Tell the employee exactly what the desired performance is, in

detail. If ability is the reason for poor performance, modeling and training the employee with JIT

Step 3. Get a commitment to the change. When dealing with an ability performance issue, it is not

Step 4. Follow up. You should follow up to ensure that the employee is behaving as desired.

D. Mentoring (Slide 6-23 and Discussion Questions on Slide 6-24)

Mentoring is a form of coaching in which a more-experienced manager helps a less-experienced protégé.

Thus, the ten tips for coaching apply to mentoring. However, mentoring includes more than coaching, and it is

more involved and personal than coaching.

The formal mentor is usually at a higher level of management and is not the protégé’s immediate manager. The

primary responsibility is to coach the protégé by providing good, sound career advice and to help develop

leadership skills necessary for a successful management career.

Research studies have found that mentoring results in more career advancement and job satisfaction for the

protégé.

WORK APPLICATION 6-8

Recall a person who is or was a mentor to you. Briefly describe the relationship

and type of advice you got from your mentor.

XI. MANAGING CONFLICT (Slide 6-25)

A conflict exists whenever people are in disagreement and opposition.

A. The Psychological Contract

The psychological contract is the unwritten implicit expectations of each party in a relationship.

1. Conflict Arises by Breaking the Psychological Contract (Slide 6-26 and Discussion Questions on 6-27)

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2. Conflict Can Be Dysfunctional or Functional

When conflict prevents the achievement of organizational objectives, it is negative or dysfunctional

conflict.

B. Conflict Management Styles (Slide 6-28 holds Exhibit 6.4)

LO 6-7. Define the five conflict management styles.

(1) The avoiding conflict style user attempts to passively ignore the conflict rather than resolve it. (2) The

accommodating conflict style user attempts to resolve the conflict by passively giving in to the other party.

(3) The forcing conflict style user attempts to resolve the conflict by using aggressive behavior to get his or

her own way. (4) The negotiating conflict style user attempts to resolve the conflict through assertive, give-

and-take concessions. (5) The collaborating conflict style user assertively attempts to jointly resolve the

conflict with the best solution agreeable to all parties.

When you are in conflict, you have five conflict management styles to choose from.

The five styles are based on two dimensions of concern: concern for others’ needs and concern for your own

needs.

These concerns result in three types of behavior:

 A low concern for your own needs and a high concern for others’ needs results in passive behavior.

 A high concern for your own needs and a low concern for others’ needs results in aggressive behavior.

 A moderate or high concern for your own needs and others’ needs results in assertive behavior.

Each conflict style behavior results in a different combination of win-lose situations.

The five styles, along with concern for needs and win-lose combinations, are present in Exhibit 6.4 and

discussed below in order of passive, aggressive, and assertive behavior.

1. Avoiding Conflict Style (Slide 6-29)

The avoiding conflict style user attempts to passively ignore the conflict rather than resolve it.

When you avoid a conflict, you are being unassertive and uncooperative.

A lose-lose situation is created because the conflict is not resolved.

a. Advantages and Disadvantages of the Avoiding Conflict Style

The advantage of the avoiding style is that it may maintain relationships that would be hurt through

conflict resolution. The disadvantage of this style is that conflicts do not get resolved.

b. Appropriate Use of the Avoiding Conflict Style

The avoiding style is appropriate to use when: (1) the conflict is trivial; (2) your stake in the issue is

not high; (3) confrontation will damage an important relationship; (4) you don’t have time to resolve

the conflict; or (5) emotions are high.

2. Accommodating Conflict Style (Slide 6-30)

The accommodating conflict style user attempts to resolve the conflict by passively giving in to the other

party.

When you use the accommodating style, you are being unassertive but cooperative. You attempt to satisfy

the other party, neglecting your own needs by letting others get their own way.

A win-lose situation is created, as you try to please everyone.

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a. Differences Between the Avoiding and Accommodating Styles

A common difference between the avoiding and accommodating style is based on behavior. With the

avoiding style, you don’t have to do anything you really did not want to do; with the accommodating

b. Advantages and Disadvantages of the Accommodating Conflict Style

The advantage of the accommodating style is that relationships are maintained by doing things the

c. Appropriate Use of the Accommodating Conflict Style

The accommodating style is appropriate when (1) the person enjoys being a follower; (2) maintaining

3. Forcing Conflict Style (Slide 6-31)

The forcing conflict style user attempts to resolve the conflict by using aggressive behavior to get his or her

own way.

When you use the forcing style, you are uncooperative and aggressive, doing whatever it takes to satisfy

your own needs—at the expense of others, if necessary.

A win-lose situation is created.

a. Advantages and Disadvantages of the Forcing Conflict Style

The advantage of the forcing style is that better organizational decisions will be made, when the forcer

b. Appropriate Use of the Forcing Conflict Style

The forcing style is appropriate to use when (1) unpopular action must be taken on important issues;

4. Negotiating Conflict Style (Slide 6-32)

The negotiating conflict style user attempts to resolve the conflict through assertive, give-and-take

concessions. This is also called the compromising style.

a. Advantages and Disadvantages of the Negotiating Conflict Style

The advantage of the negotiating style is that the conflict is resolved relatively quickly and working

b. Appropriate Use of the Negotiating Conflict Style

The negotiating style is appropriate when (1) the issues are complex and critical, and there is no simple

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5. Collaborating Conflict Style (Slide 6-33 and Discussion Questions on Slide 6-34)

The collaborating conflict style user assertively attempts to jointly resolve the conflict with the best

a. Differences Between the Negotiating and Collaborating Styles

A common difference between negotiating and collaborating is the solution.

b. Advantages and Disadvantages of the Collaborating Conflict Style

The advantage of the collaborating style is that it tends to lead to the best solution to the conflict, using

c. Appropriate Use of the Collaborating Conflict Style

The collaborating style is appropriate when (1) you are dealing with an important issue that requires an

optimal solution, and compromise would result in suboptimizing; (2) people are willing to place the

WORK APPLICATION 6-9

Select a present or past manager. Which conflict management style did that

manager use most often? Explain by giving a typical example. Which one of the

five conflict management styles do you tend to use most often? Explain your

answer.

CONCEPT APPLICATION 6-3

Selecting Conflict Management Styles

Answers to the Concept Application questions are at the end of lecture outline.

XII. COLLABORATING CONFLICT MANAGEMENT STYLE MODELS

Effective leaders encourage conflict resolution and build collaboration throughout the organization. Although you

can help prevent conflict, you will not eliminate it completely—nor should you try to, because it can be functional.

A. Initiating Conflict Resolution (Slide 6-35)

LO 6-8. List the steps in the initiating conflict resolution model.

The initiating conflict resolution model steps are (1) plan a BCF statement that maintains ownership of the

problem; (2) present your BCF statement and agree on the conflict; (3) ask for, and/or give, alternative

conflict resolutions; and (4) make an agreement for change.

When initiating a conflict resolution using the collaborative style, use the following model: The initiating

conflict resolution model steps are (1) plan a BCF statement that maintains ownership of the problem; (2)

present your BCF statement and agree on the conflict; (3) ask for, and/or give, alternative conflict resolutions;

(4) make an agreement for change.

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Step 1. Plan a BCF statement that maintains ownership of the problem. Planning is the starting point of

initiating a conflict resolution. (Slide 6-36 through 6-39)

The BCF model describes a conflict in terms of behavior, consequences, and feelings. When you do B

Step 2. Present your BCF statement and agree on the conflict. After making your short, planned BCF

statement, let the other party respond. If the other party does not understand or avoids acknowledgment

Step 3. Ask for, and/or give, alternative conflict resolutions. Begin by asking the other party what can be

done to resolve the conflict. If you agree, great; if not, offer your resolution. However, remember that

Step 4. Make an agreement for change. Try to come to an agreement on specific action you will both take to

WORK APPLICATION 6-10

Use the BCF model to describe a conflict you face or have faced on the job.

B. Responding to Conflict Resolution (Slide 6-40)

The role of the responder to a conflict can be handled by following the conflict resolution model steps:

1. Listen to and paraphrase the conflict using the BCF model.

2. Agree with some aspect of the complaint.

3. Ask for, and/or give, alternative conflict resolutions.

4. Make an agreement for change.

C. Mediating Conflict Resolution (Slide 6-41 and 6-42 w/Model 6.5 on Slide 6-43 and Key Terms on Slide 6-44)

Frequently, conflicting parties cannot resolve their dispute alone. In these cases, a mediator should be used.

A mediator is a neutral third party who helps resolve a conflict.

In unionized organizations, the mediator is usually a professional from outside the organization.

When bringing conflicting parties together, the mediator should follow the mediating conflict model steps:

Step 1. Have each party state his or her complaint using the BCF model.

Step 2. Agree on the conflict problem(s).

Step 3. Develop alternative conflict resolutions.

Step 4. Make an agreement for change.

Step 5. Follow up to make sure the conflict is resolved.

If the conflict has not been resolved, an arbitrator may be used.

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Self-Assessment 6-2

Your Personality Traits and Communication, Feedback, Coaching, and Conflict

Management Style

If you want students to complete the Self-Assessment exercises throughout the

book, you may want to tell students and spend a little time talking about them.

LEARNING OUTCOMES AND ANSWERS

The chapter summary is organized to answer the learning objectives for Chapter 6. They are also found at the end of

the chapter and can be used as short answer questions on exams.

These learning outcomes are included in the test bank in the conceptual section.

1. List the steps in the oral message-sending process.

The five steps in the oral message-sending process are (1) develop rapport; (2) state your communication

2. List and explain the three parts of the message-receiving process.

The three parts of the message-receiving process are listening, analyzing, and checking understanding.

3. Describe paraphrasing and state why it is used.

Paraphrasing is the process of having the receiver restate the message in his or her words. Paraphrasing is used

4. Identify two common approaches to getting feedback, and explain why they don’t work.

The first common approach is to send the entire message and to assume that the message has been conveyed

with mutual understanding without getting any feedback. The second approach is to give the entire message

5. Describe the difference between criticism and coaching feedback.

Criticism is feedback that makes a judgment about behavior being wrong. Coaching feedback is based on a

6. Discuss the relationship between the performance formula and the coaching model.

The performance formula is used to determine the reason for poor performance and the corrective action

7. Define the five conflict management styles.

(1) The avoiding conflict style user attempts to passively ignore the conflict rather than resolve it. (2) The

accommodating conflict style user attempts to resolve the conflict by passively giving in to the other party. (3)

8. List the steps in the initiating conflict resolution model.

The initiating conflict resolution model steps are (1) plan a BCF statement that maintains ownership of the

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REVIEW QUESTION ANSWERS

These review questions are included in the test bank in the conceptual section.

1. What should be included in your plan to send a message?

A plan for sending a message should include (1) What—the goal or purpose of the communication. (2) Who—

2. What are the three parts of a written outline?

The first paragraph states the purpose of the communication. The middle paragraphs support the purpose of the

3. As an average, how many words should a sentence have, and how many sentences should there be in a

paragraph?

4. Which personality traits are associated with being closed to feedback?

5. What are the four guidelines to getting feedback on messages?

6. What is 360-degree feedback, and are many organizations using it?

7. Should a supportive working relationship be a true friendship?

8. Why doesn’t criticism work?

Criticism usually results in four things happening to people being criticized: (1) They become defensive and

9. Are all managers mentors?

10. How do you know when you are in conflict?

11. What is the difference between functional and dysfunctional conflict, and how does each affect

performance?

Functional conflict exists when disagreement and opposition supports the achievement of organizational

12. What is meant by maintaining ownership of the problem?

13. How is the BCF model used?

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14. What is the difference between a mediator and an arbitrator?

CRITICAL THINKING QUESTION ANSWERS

Applications may also be used as class discussion questions or written assignments to develop communication skills.

These communication questions are included in the test bank in the application section.

1. How would you assess communications in organizations? Give examples of good and or poor

communications in organizations. (Slide 6-8)

2. How did you score on Self-Assessment 1, “Listening Skills”? State your plan for improving your listening

skills. (Slide 6-8)

3. How would you assess managers at giving feedback? Specificially, what should managers do to improve?

4. Is 360-degree multirater feedback really better than a boss-based assessment? As a manager, would you

elect to use 360? (Slide 6-14)

5. Do you agree with the statement, “Don’t criticize”? Do managers tend to give criticism or coaching

feedback? How can managers improve? (Slide 6-19)

6. Women and minorities are less likely to have mentors, so should they get mentors? Will you seek out

career mentors? (Slide 6-24)

7. What are your psychological contract expectations of your boss and coworkers? Give examples of

conflicts you have had a work, listing the expectation that was not met. (Slide 6-27)

8. What percentage of the time do you think a manager can actually use the collaborating conflict

management style? Give detailed examples of when managers have used collaboration at work.

CONCEPT APPLICATION ANSWERS

There are similar questions in the test bank in the application section.

Concept Application 6-1 Methods of Sending Messages

a 1. Face-to-face. An oral discussion and reprimand are in order. Also, a memo/written warning (e) may be

placed in the employee’s file.