Organizational Behaviour Written Assignment

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Organisational Behaviour
Organisational Behaviour
Written Assignment
Written Assignment

Denise Hensen s2014149 & Ylona Mak s2349507
Group 08
Team C
Teacher: Schaeperklaus
Denise Hensen s2014149 & Ylona Mak s2349507
Group 08
Team C
Teacher: Schaeperklaus

Introduction

Organizations strive to be effective. However, conflicts within an organization can distort the effectiveness of organizations. Potential for conflicts can be found in all organizations. Nowadays there is a need for understanding what exactly causes conflict. With this knowledge, organization can decrease the possibility of encountering conflict. We can describe organizational conflict, as an open argument between two or more individuals/groups within an organization, which leads to a disrupt cooperation (Hatch, 1997). In organizations, conflicts can occur on a horizontal and vertical level. In our research we will focus on vertical level conflicts, which mean that the conflict takes place between people from different hierarchical levels. As Jung (2003) states, conflicts are clearly associated with power/ status within an organization. Therefore, vertical conflicts can be caused by a lack of acceptance of status and power in a hierarchal model. This last point can be attributed to ‘power distance’, one of the culture dimensions of Hofstede. Our moderator model starts with the independent variable “status” that leads to the dependent variable “conflict”, and the relationship between these two is influenced by the moderator “power distance”. Our research question is as follows: Does power distance (moderator) influence the relation between status (IV) and conflict (DV)? If we found out that power distance influence the relation between status and conflicts, we found a cause for conflicts in organizations and then we know how to reduce conflicts, that is the importance of this research question.

Moderator modelModerator
Moderator

Power distance
Power distance

Status
Status
Conflict
Conflict

Independent variable
Independent variable
Dependent variable
Dependent variable

Hypothesis
An increase in status, the independent variable, will lead to a higher possibility of conflict, which is the dependent variable. Hofstede’s dimension of power distance acts as the moderator. Power distance explains how less powerful members of a society, in our case organization, accept that power is unequally distributed. A high power distance refers to an acceptance of a hierarchical order. A low power distance strives for equal distribution of power, and it asks for justification of inequalities of status (geert-hofstede.com). Therefore, our hypothesis is: If there is a hierarchical order and the status increases, the possibility of conflict will also increase. Especially if there is a low power distance. Explanation

In this section we will explain what our expectations of the outcome of this research are. If the status of a person in an organization increases that person will have more power over the other employees. We expect that there will be more conflict in the organization due to the fact that there is a more unequal distribution of status. The lower employees have the feeling that they have no say in things, while their supervisor or manager has everything to say. In general this will lead to more vertical conflict. However power distance plays an important role in this. In organizations that have a low power distance, an increase of status will definitely lead to more conflict. This is because organizations with a low power distance strive for an equal distribution of power. The employees will most definitely disagree with the increase of status, and they will not easily accept this. However, in organizations with a high power distance, an increase of status might lead to a little more conflict. But the effect is not as described above. In such organizations there is a hierarchical order that is accepted, which means...
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