Ch14 Conflict & Negotiation


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Ch14 Conflict & Negotiation

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