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Ch14 Conflict & Negotiation
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Ch14 Conflict & Negotiation

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  • 1. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W . P R E N H A L L . C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
  • 2. AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:
    • Define conflict.
    • Differentiate between the traditional, human relations, and interactionist views of conflict.
    • Contrast task, relationship, and process conflict.
    • Outline the conflict process.
    • Describe the five conflict-handling intentions.
    • Contrast distributive and integrative bargaining.
    L E A R N I N G O B J E C T I V E S
  • 3. AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:
    • Identify the five steps in the negotiating process.
    • Describe cultural differences in negotiations.
    L E A R N I N G O B J E C T I V E S (cont’d)
  • 4. Transitions in Conflict Thought
    • Causes:
    • Poor communication
    • Lack of openness
    • Failure to respond to employee needs
  • 5. Transitions in Conflict Thought (cont’d)
  • 6. Functional versus Dysfunctional Conflict
  • 7. Types of Conflict
  • 8. The Conflict Process E X H I B I T 14-1
  • 9. Stage I: Potential Opposition or Incompatibility
    • Communication
      • Semantic difficulties, misunderstandings, and “noise”
    • Structure
      • Size and specialization of jobs
      • Jurisdictional clarity/ambiguity
      • Member/goal incompatibility
      • Leadership styles (close or participative)
      • Reward systems (win-lose)
      • Dependence/interdependence of groups
    • Personal Variables
      • Differing individual value systems
      • Personality types
  • 10. Stage II: Cognition and Personalization Conflict Definition Positive Feelings Negative Emotions
  • 11. Stage III: Intentions
    • Cooperativeness:
    • Attempting to satisfy the other party’s concerns.
    • Assertiveness:
    • Attempting to satisfy one’s own concerns.
  • 12. Stage III: Intentions (cont’d)
  • 13. Stage III: Intentions (cont’d)
  • 14. Dimensions of Conflict-Handling Intentions E X H I B I T 14-2
  • 15. Stage IV: Behavior
  • 16. Stage IV: Conflict Resolution Techniques
    • Problem solving
    • Superordinate goals
    • Expansion of resources
    • Avoidance
    • Smoothing
    • Compromise
    • Authoritative command
    • Altering the human variable
    • Altering the structural variables
  • 17. Stage IV: Conflict Stimulation Techniques
    • Communication
    • Bringing in outsiders
    • Restructuring the organization
    • Appointing a devil’s advocate
  • 18. Conflict-Intensity Continuum E X H I B I T 14-3
  • 19. Stage V: Outcomes
    • Functional Outcomes from Conflict
      • Increased group performance
      • Improved quality of decisions
      • Stimulation of creativity and innovation
      • Encouragement of interest and curiosity
      • Provision of a medium for problem-solving
      • Creation of an environment for self-evaluation and change
    • Creating Functional Conflict
      • Reward dissent and punish conflict avoiders
  • 20. Stage V: Outcomes (cont’d)
    • Dysfunctional Outcomes from Conflict
      • Development of discontent
      • Reduced group effectiveness
      • Retarded communication
      • Reduced group cohesiveness
      • Infighting among group members overcomes group goals
  • 21. Negotiation
  • 22. Bargaining Strategies
  • 23. Distributive versus Integrative Bargaining E X H I B I T 14-5
  • 24. Staking Out the Bargaining Zone E X H I B I T 14-6
  • 25. The Negotiation Process E X H I B I T 14-7
  • 26. Issues in Negotiation
    • The Role of Personality Traits in Negotiation
      • Traits do not appear to have a significantly direct effect on the outcomes of either bargaining or negotiating processes.
    • Gender Differences in Negotiations
      • Women negotiate no differently from men, although men apparently negotiate slightly better outcomes.
      • Men and women with similar power bases use the same negotiating styles.
      • Women’s attitudes toward negotiation and their success as negotiators are less favorable than men’s.
  • 27. Third-Party Negotiations
  • 28. Third-Party Negotiations (cont’d)
  • 29. Why U.S. Managers Might Have Trouble in Cross-Cultural Negotiations E X H I B I T 14-8
  • 30. Conflict and Unit Performance E X H I B I T 14-9a
  • 31. Conflict and Unit Performance (cont’d) E X H I B I T 14-9b