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Conflict
1.
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S WWW.PRENHALL.COM/ROBBINS 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.
O B J
E C T I V E S AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1. Define conflict. 2. Differentiate between the traditional, human relations, and interactionist views of conflict. L E A R N I N G 3. Contrast task, relationship, and process conflict. 4. Outline the conflict process. 5. Describe the five conflict-handling intentions. 6. Contrast distributive and integrative bargaining. © 2003 Prentice Hall Inc. All rights reserved. 14–2
3.
O B J
E C T I V E S (cont’d) AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 7. Identify the five steps in the negotiating process. 8. Describe cultural differences in negotiations. L E A R N I N G © 2003 Prentice Hall Inc. All rights reserved. 14–3
4.
Transitions in Conflict
Thought Transitions in Conflict Thought Causes: Causes: •• Poor communication Poor communication •• Lack of openness Lack of openness •• Failure to respond to Failure to respond to employee needs employee needs © 2003 Prentice Hall Inc. All rights reserved. 14–4
5.
Transitions in Conflict
Thought (cont’d) Transitions in Conflict Thought (cont’d) © 2003 Prentice Hall Inc. All rights reserved. 14–5
6.
Functional versus Dysfunctional
Conflict Functional versus Dysfunctional Conflict © 2003 Prentice Hall Inc. All rights reserved. 14–6
7.
Types of Conflict Types
of Conflict © 2003 Prentice Hall Inc. All rights reserved. 14–7
8.
The Conflict Process The
Conflict Process © 2003 Prentice Hall Inc. EXHIBIT 14-1 All rights reserved. 14–8
9.
Stage I: Potential
Opposition or Incompatibility 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 © 2003 Prentice Hall Inc. All rights reserved. 14–9
10.
Stage II: Cognition
and Personalization Stage II: Cognition and Personalization Conflict Definition Conflict Definition Negative Emotions Negative Emotions Positive Feelings Positive Feelings © 2003 Prentice Hall Inc. 14– All rights reserved. 10
11.
Stage III: Intentions Stage
III: Intentions Cooperativeness: Cooperativeness: • • Attempting to satisfy Attempting to satisfy the other party’s the other party’s concerns. concerns. Assertiveness: Assertiveness: • • Attempting to satisfy Attempting to satisfy one’s own concerns. one’s own concerns. © 2003 Prentice Hall Inc. 14– All rights reserved. 11
12.
Stage III: Intentions
(cont’d) Stage III: Intentions (cont’d) © 2003 Prentice Hall Inc. 14– All rights reserved. 12
13.
Stage III: Intentions
(cont’d) Stage III: Intentions (cont’d) © 2003 Prentice Hall Inc. 14– All rights reserved. 13
14.
Dimensions of Conflict-Handling
Intentions Dimensions of Conflict-Handling Intentions © 2003 Prentice Hall Inc. EXHIBIT 14– 14-2 All rights reserved. 14
15.
Stage IV: Behavior Stage
IV: Behavior © 2003 Prentice Hall Inc. 14– All rights reserved. 15
16.
Stage IV: Conflict
Resolution Techniques Stage IV: Conflict Resolution Techniques •• Problem solving Problem solving •• Superordinate goals Superordinate goals •• Expansion of resources Expansion of resources •• Avoidance Avoidance •• Smoothing Smoothing •• Compromise Compromise •• Authoritative command Authoritative command •• Altering the human variable Altering the human variable •• Altering the structural variables Altering the structural variables © 2003 Prentice Hall Inc. 14– All rights reserved. 16
17.
Stage IV: Conflict
Stimulation Techniques Stage IV: Conflict Stimulation Techniques •• Communication Communication •• Bringing in outsiders Bringing in outsiders •• Restructuring the organization Restructuring the organization •• Appointing a devil’s advocate Appointing a devil’s advocate © 2003 Prentice Hall Inc. 14– All rights reserved. 17
18.
Conflict-Intensity Continuum Conflict-Intensity Continuum ©
2003 Prentice Hall Inc. EXHIBIT 14– 14-3 All rights reserved. 18
19.
Stage V: Outcomes 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 © 2003 Prentice Hall Inc. 14– All rights reserved. 19
20.
Stage V: Outcomes
(cont’d) 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 © 2003 Prentice Hall Inc. 14– All rights reserved. 20
21.
Negotiation Negotiation © 2003 Prentice
Hall Inc. 14– All rights reserved. 21
22.
Bargaining Strategies Bargaining Strategies ©
2003 Prentice Hall Inc. 14– All rights reserved. 22
23.
Distributive versus Integrative
Bargaining Distributive versus Integrative Bargaining © 2003 Prentice Hall Inc. EXHIBIT 14– 14-5 All rights reserved. 23
24.
Staking Out the
Bargaining Zone Staking Out the Bargaining Zone © 2003 Prentice Hall Inc. EXHIBIT 14– 14-6 All rights reserved. 24
25.
The
The Negotiation Negotiation Process Process © 2003 Prentice Hall Inc. EXHIBIT 14– 14-7 All rights reserved. 25
26.
Issues in Negotiation
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. © 2003 Prentice Hall Inc. 14– All rights reserved. 26
27.
Third-Party Negotiations Third-Party Negotiations ©
2003 Prentice Hall Inc. 14– All rights reserved. 27
28.
Third-Party Negotiations (cont’d) Third-Party
Negotiations (cont’d) © 2003 Prentice Hall Inc. 14– All rights reserved. 28
29.
Why U.S. Managers
Might Have Trouble in Cross- Why U.S. Managers Might Have Trouble in Cross- Cultural Negotiations Cultural Negotiations © 2003 Prentice Hall Inc. EXHIBIT 14– 14-8 All rights reserved. 29
30.
Conflict and Unit
Performance Conflict and Unit Performance © 2003 Prentice Hall Inc. EXHIBIT 14– 14-9a All rights reserved. 30
31.
Conflict Prentice Hall
Inc. © 2003 and Unit Performance (cont’d) Conflict and Unit Performance (cont’d) EXHIBIT 14– 14-9b All rights reserved. 31
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