1. Managing conflict Quiz

2. What kind of manager would you expect to say these things if you said you needed some help on a project? Manager 1: Look, I’m really busy right now - could you ask someone else to help you? Manager 2: I can’t help you right now but let’s fix a time to sit down together and go through the problem. Manager 3: Give me the file and I’ll see if I can sort it out for you. Manager 4: Well, that’s what you’re paid for! You sort it out yourself and tell me when you’ve found a solution. Sink or swim & autocratic Afraid of delegating Disorganized & in a rush Calm & professional

3.  Pre-reading: discuss in pairs (ex 2)  Read to say if these statements are true or false: Most bosses think they are bad at keeping their subordinates happy. Many bosses who are brusque have genuine feelings for their subordinates, so they are surprised when they learn that others see them as insensitive. Few managers, even the ones with hard-driving styles, see themselves as abrasive. Career advisers say that you can still get to the top if you are disliked and if you don’t modify your behaviour.

4.  Field marshalls are not control freaks. They help others.  Street fighters are highly competitive, with every interaction producing a clear winner and a loser. They always think they are right.  Dr Jekylls and Mr Hydes like being the exceptions to the rule.  Rebels have good interpersonal skills in one part of the organization but have trouble with everyone else.

5.  A turnaround specialist did wonders with this underperforming company.  This politician had to soften his demeanor when talking to journalists.  I can’t bend my instincts that much, I don’t want to change for them.  I don’t trust him, he’s the biggest phony I’ve ever seen.  No-nonsense managers hate chit chats and irrelevancies.  Instead of barking out orders, you can always ask nicely.  Why don’t we solicit more ideas from students?  If you belittle your staff before others they’re bound to hold a long-term grudge against you.  Partners decided to put up with his personality because after all he keeps the money pouring in.

6. Management and conflict styles 1 cae bd

7. Management and conflict styles (Blake & Mouton) concern for people concern for product country clubteam middle-of-the-road impoverishedproduce or perish

8. Management and conflict styles (Bolton & Bolton) responsiveness assertiveness amiableexpressive analyticaldriver

9. Management and conflict styles (McGregor) y x

10. Management and conflict styles (Kilmann) accommodatingcollaborating compromising avoidingcompeting

11. Management and conflict styles (Hersey & Blanchard) participating/ supporting selling/ coaching delegating/ observing telling/ directing

12. Resolve Defuse Avoid Spark Escalate 4.3 Vocabulary CONFLICT

13. 1. Why do people put up with their friend’s mistakes? 2. Who usually gets your back up at home? 3. Why do we sometimes get off on the wrong foot with people? 4. Would you quit your job if you were fed up with it? 5. Which things get on your nerves when you watch TV? 6. Have you ever flown off the handle with a professor or teacher? 7. Which kind of people do you usually get on well with?

14. REFORMULATE  He went ballistic. (temper)  He’s at the end of his tether. (no longer)  The boss rubbed him up the wrong way. (annoy)  That’s the last straw.(in a series of)  They’re like chalk and cheese.(different)  They had words again this morning.(quarrel)  I can’t get a word in! (no opportunity)  He’ll definitely hit the roof when he hears it. (angry) LISTENING ex. 2, 3 COLLOCATIONS ex. 4, 5 MAKE DIALOGUES ex. 6 READING

15. 1. Pavel 2. Ed 3. Dave 4. Jo 5. Nisha 6. Dave 7. Katrina 8. Lin and Nisha 9. Mr Jarlberg 10. Jo

16. 4.4 _________________?  the ability to stand up for ourselves and to say how we feel when we feel we need to  a core communication skill which helps you express yourself effectively and stand up for your point of view, while also respecting the rights and beliefs of others.  an honest and appropriate expression of one's feelings, opinions, and needs PAIR WORK ex. 1, 2, 3 Listening ex. 5, 6, 7 ASSERTIVENESS

17. Assertiveness techniques 3 14 2 13 23 2 4 1