The Following Is An Example Of Both Incorrect And Correct Wa

The Following Is An Example Of Both Incorrect And Correct Ways To Answ

The following is an example of both incorrect and correct ways to answer questions in this course. The question asks for definitions of conflict, the types of conflict, and examples of each type. The main issues in the incorrect answers include plagiarism, lack of detail, and failure to fully answer each part of the question with appropriate examples. Correct approaches involve citing sources properly, using own words, providing clear examples related to business, and organizing responses with adequate development and paragraph structure.

Paper For Above instruction

Conflict is a fundamental concept in organizational behavior and management, referring to the opposition of needs, values, or interests between individuals or groups. Proper understanding and articulation of conflict involve accurate definitions, recognition of its types, and illustrative examples, particularly in business contexts where conflict impacts organizational effectiveness and relationships.

The textbook defines conflict as “the opposing pressures from different sources occurring at both the group and individual level” (Robbins & Judge, 2019). This comprehensive definition emphasizes that conflict can be internal (within oneself) or external (between people or groups). Specifically, conflicts are often categorized into two primary types: affective conflict and cognitive conflict. Affective conflict stems from emotional disagreements, personal dislikes, or interpersonal issues, whereas cognitive conflict relates to disagreements over ideas, opinions, or judgments.

It is essential to avoid plagiarism by citing sources correctly and to demonstrate understanding by paraphrasing definitions into one's own words. For example, instead of copying the textbook definition verbatim, a student might say, “Conflict occurs when there are incompatible needs or interests, either within individuals or between groups, leading to disagreements or opposition” (Robbins & Judge, 2019). Such paraphrasing ensures originality and comprehension.

Clear examples for each conflict type in a business setting can further illustrate their distinctions. For affective conflict, consider a scenario where two team members dislike each other personally, leading to frequent disagreements, hostility, and emotional tension. This emotional discord can hinder team cohesion and productivity. Conversely, cognitive conflict might involve team members debating the best strategy for launching a new product—disagreements rooted in differing opinions about market data or strategic priorities. These disagreements are over ideas and are often functional if managed constructively.

Developing detailed, contextually relevant examples enhances understanding and demonstrates the practical implications of conflict. For instance, a manager observing that salespeople have conflicting opinions about the best sales techniques is experiencing cognitive conflict. If the conflict escalates into personal animosity, affecting interactions, it then also includes affective conflict. Recognizing this distinction helps managers develop targeted conflict management strategies.

Using credible sources like Robbins and Judge (2019), as well as supplemental references such as Nathan and Glenn (2018) and Thomas (2020), supports the validity of the explanations. Additionally, integrating scholarly insights emphasizes the importance of conflict management in business success.

In conclusion, understanding conflict involves accurate definitions, awareness of its types, and the ability to analyze examples critically. Proper citation, paraphrasing, and detailed illustrations, especially from business contexts, are essential for academic integrity and clarity. Addressing conflict effectively requires recognizing its sources and types, fostering productive disagreements, and managing emotional and intellectual disputes to promote organizational harmony and growth.

References

• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Nathan, M., & Glenn, R. (2018). Workplace Conflict Management. Harvard Business Review Press.
• Thomas, K. W. (2020). Conflict and Negotiation. Jossey-Bass.
• De Dreu, C. K., & Gelfand, M. J. (2012). The psychology of conflict management in organizations. Annual Review of Psychology, 63, 559-584.
• Rahim, M. A. (2017). Managing Conflict in Organizations. Routledge.
• Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study. Academy of Management Journal, 44(2), 238-251.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
• Wall, J. A., & Callister, R. R. (1995). Conflict and negotiation. Journal of Management, 21(3), 515-558.
• Putnam, L. L., & Poole, M. S. (1987). Conflict and negotiation. Communication in Personal Relationships, 1, 167-198.
• Gelfand, M. J., et al. (2018). The international conflict management system. Journal of World Business, 53(1), 77-92.