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Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
Organisational Behaviour -- OB6
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Organisational Behaviour -- OB6

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Series of lectures on Organisational Behaviour for Bachelor Student at Euromed Management - Business School based in Marseille, France.

Series of lectures on Organisational Behaviour for Bachelor Student at Euromed Management - Business School based in Marseille, France.

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  • 1. Stéphanie MITRANO-MÉDA Organisational Behaviour week 6: conflict in organisations
  • 2. Today’s Group presentations ! Individual & group $ decision making & ethics Conflicts in organisations present in week 7 present in week 4 " Organisational % environment Learning and motivation present in week 5 present in week 8 # Organisational structure & Power, politics & influence present in week 6 present in week 9 2 groups to present
  • 3. Types of conflict
  • 4. High Functional / dysfunctional conflicts Organisational outcomes Positive Neutral Negative Low Moderate High Conflict Brown (1983) level
  • 5. High Functional / dysfunctional conflicts Organisational outcomes Positive Neutral dysfunctional & Negative unproductive Low Moderate High Conflict Brown (1983) level
  • 6. High Functional / dysfunctional conflicts Organisational outcomes functional Positive & useful Neutral dysfunctional & Negative unproductive Low Moderate High Conflict Brown (1983) level
  • 7. High Functional / dysfunctional conflicts Organisational outcomes functional Positive & useful Neutral dysfunctional dysfunctional & & Negative unproductive disruptive Low Moderate High Conflict Brown (1983) level
  • 8. Levels of conflicts Intra-personal Inter-personal Inter-group
  • 9. Levels of conflicts approach-approach I love I love salads burgers Intra-personal Inter-personal Inter-group
  • 10. Levels of conflicts avoidance-avoidance I hate I hate salads burgers Intra-personal Inter-personal Inter-group
  • 11. Levels of conflicts approach-avoidance I don’t like salads but it’s I love Intra-personal healthy burgers but it’s fatenning Inter-personal Inter-group
  • 12. Levels of conflicts Intra-personal Inter-personal Inter-group
  • 13. Levels of conflicts relationship conflict Intra-personal Inter-personal le ib s Inter-group at tie p i i om al nc son p er
  • 14. Levels of conflicts task conflict Intra-personal Inter-personal ns io t Inter-group at en ct em pe re ex ag d is
  • 15. Levels of conflicts group cohesion Intra-personal Inter-personal Inter-group coping with external threats
  • 16. Levels of conflicts antagonism Intra-personal we vs. they Inter-personal Inter-group stereotypes & negative communication
  • 17. Intra-organisational conflicts Vertical Horizontal Line-sta! er e ow enc p r d if fe Role
  • 18. Intra-organisational conflicts Vertical Horizontal Line-sta! ov er te ces pe r Role om sou c e r
  • 19. Intra-organisational conflicts Vertical Horizontal Line-sta! ce en n lu tio nf a i s ct ani re rg Role di o on
  • 20. Intra-organisational conflicts Vertical Horizontal Line-sta! ib le at es p i om vit nc ti i c Role a
  • 21. Handling conflicts
  • 22. Strategies to resolve interpersonal conflicts assertiveness competing Concern for self cooperativeness Concern for others
  • 23. competing
  • 24. competing + Exercise own power - Alienates others
  • 25. competing Quick decisive actions needed Unpopular actions needed When you know you’re right Against bullies
  • 26. Strategies to resolve interpersonal conflicts assertiveness competing Concern for self avoiding cooperativeness Concern for others
  • 27. avoiding
  • 28. + No energy or time expenditure - Less creative problem avoiding solving
  • 29. Trivial issue Delaying action Avoiding disruption avoiding Cooling down
  • 30. Strategies to resolve interpersonal conflicts assertiveness competing Concern for self avoiding accommodating cooperativeness Concern for others
  • 31. accommodating
  • 32. accommodating + Viewed as supportive No aggressivity - Loss of power No contribution
  • 33. accommodating If you are wrong Issue more important to others To build social credits To minimize loss To alow learning from mistakes
  • 34. Strategies to resolve interpersonal conflicts assertiveness competing Concern for self compromising avoiding accommodating cooperativeness Concern for others
  • 35. compromising
  • 36. + Both sides win something Peace - No one completely satisfied compromising
  • 37. When goals are important When power is equal Temporary settlement Solution under time pressure compromising
  • 38. Strategies to resolve interpersonal conflicts assertiveness competing collaborating Concern for self compromising avoiding accommodating cooperativeness Concern for others
  • 39. collaborating
  • 40. collaborating + Both sides win Long term solution & relationship Creativity - More time needed Loss of autonomy
  • 41. collaborating When both concerns important To gain commitment To find integrative solution To merge insights
  • 42. Strategies to resolve interpersonal conflicts assertiveness competing collaborating Concern for self compromising avoiding accommodating cooperativeness Concern for others
  • 43. Organisational conflict management Formal roles - Bu!ers (excess resources) - Ombudsmen (representative) Informal roles - Managers
  • 44. Managerial intervention objectives Efficiency Resolve the conflict quickly. Effectiveness Choose optimal solution. Satisfaction Outcome satisfying all parties. Fairness Outcome perceived as fair.
  • 45. Negotiation
  • 46. Negotiation Distributive Integrative Fixed amount of resources Variable amount of resources to be divided to be divided
  • 47. Negotiation Distributive Integrative Fixed amount of resources Variable amount of resources to be divided to be divided Win-lose motivation Win-win motivation
  • 48. Negotiation Distributive Integrative Fixed amount of resources Variable amount of resources to be divided to be divided Win-lose motivation Win-win motivation Opposed interests Convergent interests
  • 49. Negotiation Distributive Integrative Fixed amount of resources Variable amount of resources to be divided to be divided Win-lose motivation Win-win motivation Opposed interests Convergent interests Short-term relationship Long-term relationship
  • 50. Principled negotiation ! Find superordinate goals " Separate people from problem # Focus on interests, not positions $ Invent options for mutual gain % Insist on objective criteria
  • 51. Culture & conflicts
  • 52. Hofstede’s parameters Individualism 10 0 Power Masculinity 80 distance 60 40 20 USA China SwEden France Long-term orientation Risk taking High Context
  • 53. Next week’s individual assignment subject ! Perceptions, attitudes & % Conflicts in organisations personality hand in week 7 hand in week 3 " Individual & group & decision making & ethics Learning and motivation hand in week 8 hand in week 4 # Organisational ' Power, politics & environment influence hand in week 5 hand in week 9 $ Organisational structure ( Leadership hand in week 6 hand in week 10
  • 54. Suggestions for individual assignment Read chapter 5 in SNN. • Do the test (p144) to determine your own conflict handling style, and comment on situations when it is useful and when it is not appropriate (with concrete examples). • Do the case study (p146) answering to the manager’s memo. • Reflect about your own experience of today’s simulation.
  • 55. Next week’s group assignment subject ! Individual & group $ decision making & ethics Conflicts in organisations present in week 7 present in week 4 " Organisational % environment Learning and motivation present in week 5 present in week 8 # Organisational structure & Power, politics & influence present in week 6 present in week 9 2 groups to present each week
  • 56. Suggestions for group assignment Read chapter 5 in SNN. • Role play a conflict and di!erent ways to handling it. • Present a report about handling conflicts in di!erent countries.
  • 57. further Chapter 5 reading about today’s Chapter 6 lecture
  • 58. Chapter 3 preparng for next week Chapters 3&5

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