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. 1 Abrasive 2 Brusque 3 Turnaround management 4 To bend your instincts 5 Phoney 6 To solicit ideas 7 To belittle someone 8 Demeanor 9 Traits A. To make sb or the things that sb does seem unimportant B. Not real, true, false, not sincere C. Rather rude behaviour – you say what you think (oštra jezika, zajedljiv) D. The way smb looks or behaves ( držanje, ponašanje) E. New management that makes an underperforming business profitable F. to change G. To ask smb for money, support, advice, etc. H. A particular quality in your personality I. Using very few words and sounding rude ( otresit, osoran)

4. MANAGEMENT STYLES: PAIR WORK: 1.Choose one and predict the style  Field marshals  Street fighters  Rebels  Dr Jekylls and Mr Hydes 2. Read and see if your prediction was close to the model

5.  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.

6.  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.

7.  VOC  Exc. 3 / p. 44

8. Fill in with the words and phrases from the text  A __________________ specialist did wonders with this underperforming company.  This politician had to _______________ his ______________ when talking to journalists.  I can’t _____________________ that much, I don’t want to change for them.  I don’t trust him, he’s the biggest __________ I’ve ever seen.  __________________________________ hate chit chats and irrelevancies.  Instead of _______________________ orders, you can always ask nicely.  Why don’t we ________________________ some ideas from students?  If you __________ your staff before others they’re bound to hold a long-term grudge against you.  Partners decided to ____________________ his personality because after all he keeps the money pouring in.

9. Key  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.

10.  Pre – listening Voc  To side-step = to avoid answering or dealing with smth directly  To procastrinate= to delay doing smth until a later times bcs you do not want to do it or you’re lazy  To cajole= to persuade someone to do smth or to give you smth by making promises or saying nice things

11. Management and conflict styles 1 cae bd

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

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

14. Management and conflict styles (McGregor) y x

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

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

17. MANAGING CONFLICT “Conflict is inevitable, but combat is optional.”

18.  PAIRS  Who is in the conflict?  What are the signs of conflict?  What is causing the conflict?  How do you manage conflict?

19. Common causes of communication breakdown “ I just didn ’ t understand what exactly it was she wanted me to do. ” “ I thought he wanted the report this week but in fact there was no rush. I should have checked. ” “ When he said nothing at the meeting and nodded, I thought that meant he was in agreement. ” “ She sounded bored by what I suggested in the meeting and then I got this email after the meeting thanking me effusively for my contribution. ” What do you think happened in each case?

20. Causes of conflict 1 What would you put these statements down to? “ I don ’ t see how we ’ re supposed to get the work done - you can ’ t hear yourself think. ” “ We don ’ t see eye to eye on anything. ” “ She ’ s always pressurizing me into doing things I don ’ t want to do. ” “ He always has time for a word with the others but completely ignores me. ”

21. Poor management Unfair treatment Unclear job roles Inadequate training A clash of personalities Poor communication Poor work environment Increased workload Lack of equal opportunities Bullying and harassment Causes of conflict 2

22. PAIRS: Unscramble the verbs in bold  Eelorsv  Deefsu  Aidov CONFLICT  Akprs  Aaeeclts

23.  Resolve  Defuse  Avoid CONFLICT  Spark  Escalate

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

25.  Listening  Ex. 2, 3 p. 48

26.  Ballistic- Pavel  Tether – Ed  Way – Dave  Straw – Jo  Fussy – Nisha  Voice – Dave  Word – Katrina  Cheese – Lin and Nisha  Blinkered – Mr Jarlberg  Sick - Jo

27. 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)

28.  ASSERTIVENESS  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

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

30. How to read body language