The document summarizes key concepts from Chapter 15 of the textbook Organizational Behavior. It discusses conflict, how conflict can be managed successfully through various strategies like collaboration and compromise, defines negotiation, and describes different negotiation strategies like distributive and integrative approaches. It also outlines third party roles that can assist in negotiations, like mediation and arbitration.
This document provides an overview of conflict management concepts and tools. It defines conflict as a natural part of life that can both tear relationships apart and bind them together. Conflict arises from differences in interests, values, power, resources, and more. While conflict can be destructive, it also serves important functions like establishing identity and building new relationships. The document outlines various conflict analysis and resolution tools, including mapping stakeholders, assessing power dynamics, and understanding parties' positions, interests, and needs. The overall objective is to manage conflict positively through joint problem-solving and consensus building.
This document provides an overview of managing conflict and negotiations. It discusses various perspectives on conflict, including the traditional, human relations, and interactionist views. Functional and dysfunctional conflict are described. The consequences of dysfunctional intergroup conflict are outlined. Causes of intergroup conflict like interdependence, goal differences, and perceptual differences are examined. Five approaches for resolving conflicts - dominating, accommodating, problem solving, avoiding, and compromising - are presented. Stimulating constructive intergroup conflict through methods like bringing in outside individuals or altering organizational structure is also covered. The document concludes with descriptions of negotiations, bargaining strategies, and the negotiation process.
This document summarizes the key stages and types of conflict outlined in Chapter 14 of Robbins' Organizational Behavior textbook. It discusses:
1) The traditional, human relations, and interactionist views of conflict. The interactionist view sees some conflict as necessary for innovation.
2) Functional conflicts are task-related and improve performance, while dysfunctional conflicts are personal and hurt relationships.
3) The five stages of conflict: potential opposition, cognition/personalization, intentions, behaviors, and outcomes.
4) Negotiation strategies like distributive and integrative bargaining, and the preparation and stages of the negotiation process.
Conflict Transformation & Integrated Conflict Management Systemstimspalding
This document discusses conflict transformation and integrated conflict management systems (ICMS). It defines conflict transformation as a process that transforms relationships between parties and leads to social and political changes. Key thinkers in the field like John Paul Lederach and Johan Galtung developed both the theory and practice of conflict transformation. An ICMS takes a holistic approach and incorporates conflict resolution into daily operations through a culture of open dissent and multiple access points for addressing issues. Both conflict transformation and ICMS view conflict as a normal part of relationships and seek to address its root causes at various levels through interest-based and capacity building approaches.
This document discusses managing project conflict. It defines conflict and identifies sources of conflict such as personality, structural issues, and project schedules and priorities. The document outlines different conflict handling styles including avoiding, compromising, competing, accommodating, and collaborating. It also discusses addressing grievances and managing stress, noting the importance of listening, discussing issues, and planning in conflict resolution. The goal is to develop skills to effectively manage conflicts that inevitably arise during projects.
The document discusses conflict and negotiation. It provides learning objectives about different views of conflict, types of conflict, the conflict process, bargaining approaches, the negotiation process, and the roles of third parties. It contrasts distributive and integrative bargaining, noting conditions needed for integrative bargaining. The document also discusses how individual differences like personality, culture, gender, emotions influence negotiations. Managers are advised to choose styles based on the situation and build trust.
This document provides an overview of conflict management concepts and tools. It defines conflict as a natural part of life that can both tear relationships apart and bind them together. Conflict arises from differences in interests, values, power, resources, and more. While conflict can be destructive, it also serves important functions like establishing identity and building new relationships. The document outlines various conflict analysis and resolution tools, including mapping stakeholders, assessing power dynamics, and understanding parties' positions, interests, and needs. The overall objective is to manage conflict positively through joint problem-solving and consensus building.
This document provides an overview of managing conflict and negotiations. It discusses various perspectives on conflict, including the traditional, human relations, and interactionist views. Functional and dysfunctional conflict are described. The consequences of dysfunctional intergroup conflict are outlined. Causes of intergroup conflict like interdependence, goal differences, and perceptual differences are examined. Five approaches for resolving conflicts - dominating, accommodating, problem solving, avoiding, and compromising - are presented. Stimulating constructive intergroup conflict through methods like bringing in outside individuals or altering organizational structure is also covered. The document concludes with descriptions of negotiations, bargaining strategies, and the negotiation process.
This document summarizes the key stages and types of conflict outlined in Chapter 14 of Robbins' Organizational Behavior textbook. It discusses:
1) The traditional, human relations, and interactionist views of conflict. The interactionist view sees some conflict as necessary for innovation.
2) Functional conflicts are task-related and improve performance, while dysfunctional conflicts are personal and hurt relationships.
3) The five stages of conflict: potential opposition, cognition/personalization, intentions, behaviors, and outcomes.
4) Negotiation strategies like distributive and integrative bargaining, and the preparation and stages of the negotiation process.
Conflict Transformation & Integrated Conflict Management Systemstimspalding
This document discusses conflict transformation and integrated conflict management systems (ICMS). It defines conflict transformation as a process that transforms relationships between parties and leads to social and political changes. Key thinkers in the field like John Paul Lederach and Johan Galtung developed both the theory and practice of conflict transformation. An ICMS takes a holistic approach and incorporates conflict resolution into daily operations through a culture of open dissent and multiple access points for addressing issues. Both conflict transformation and ICMS view conflict as a normal part of relationships and seek to address its root causes at various levels through interest-based and capacity building approaches.
This document discusses managing project conflict. It defines conflict and identifies sources of conflict such as personality, structural issues, and project schedules and priorities. The document outlines different conflict handling styles including avoiding, compromising, competing, accommodating, and collaborating. It also discusses addressing grievances and managing stress, noting the importance of listening, discussing issues, and planning in conflict resolution. The goal is to develop skills to effectively manage conflicts that inevitably arise during projects.
The document discusses conflict and negotiation. It provides learning objectives about different views of conflict, types of conflict, the conflict process, bargaining approaches, the negotiation process, and the roles of third parties. It contrasts distributive and integrative bargaining, noting conditions needed for integrative bargaining. The document also discusses how individual differences like personality, culture, gender, emotions influence negotiations. Managers are advised to choose styles based on the situation and build trust.
This document summarizes a session on working with others, conflict, and collaboration. It discusses theories of group development, participation, decision making, and conflict management. Key points covered include Tuckman's stages of group development, Belbin's roles in groups, cognitive appraisal theory, and strategies for preventing "groupthink". The role of feedback and supervision in reflection is also mentioned. Groups are said to powerfully shape behavior through inclusion, exclusion, and conformity pressures. Reflective processes can explore hidden group dynamics and defense mechanisms.
The document discusses conflict, its causes and types, how it occurs within and between individuals and groups. It also examines approaches for managing conflict, including both direct and indirect methods, as well as the negotiation process for resolving disputes between two or more parties with opposing interests or preferences. The goal of effective conflict management and negotiation is to find solutions that satisfy everyone's needs and allow individuals or groups to maintain or improve their working relationships.
The document discusses conflict, negotiation, and intergroup behavior. It defines conflict as disagreements over goals or issues that cause emotional tension. There are different types of conflict, including substantive versus emotional, and levels from individual to organizational. Conflict can be functional or dysfunctional depending on the situation. The document outlines several approaches to managing conflict, including direct methods like competing, collaborating, compromising, and indirect methods like appeals to common goals. It also discusses the negotiation process and different negotiation styles, such as distributive versus integrative bargaining. Finally, the document notes some factors that influence negotiation and methods for managing intergroup relations.
Conflict is a natural part of working with others and can produce positive or negative outcomes. To resolve conflicts, managers should avoid simply waiting for issues to resolve themselves or imposing their own solutions without input. More effective strategies include compromise, where all sides give up something, or collaboration, where parties work through issues to find a mutually agreeable solution.
Intergroup Conflict, The Structure of Organizations, Designing Effective Orga...Krista Karissa Cariño
This document discusses topics related to industrial psychology including intergroup conflict, organizational structure, and designing effective organizations. It provides details on causes of intergroup conflict such as task interdependence and reward systems. Strategies for managing conflict include avoidance, defusion, containment, and confrontation. The dynamics of winning and losing conflicts are also examined. The document also explores formal organizational structures and their goals of defining responsibility, facilitating coordination, and adapting to environments.
The document discusses the topic of conflict in business organizations. It defines conflict and describes different types of conflict including goal conflict, affective conflict, cognitive conflict, and procedural conflict. It then discusses different views of conflict in business, including the traditional view that conflict is bad, the human relations view that conflict is inevitable, and the interactionist view that functional conflict can be good. The document outlines the stages of conflict including potential opposition, cognition and personalization, behavior, and outcomes. It also discusses methods for resolving conflict such as passive resolution, win-win solutions, structured problem solving, confronting conflict, and selecting a better alternative.
Conflict arises from incompatible goals, interests or values between individuals or groups. It can be constructive by improving decision making or destructive by hindering performance. There are various models of the conflict process including potential opposition, cognition, intentions, behaviors and outcomes. Conflict may be stimulated functionally through approaches like devil's advocacy or dialectical debate. Dysfunctional conflict should be managed through addressing personal or structural causes, using third party assistance, and integrative or distributive negotiation techniques. Overall, optimal organizational performance requires managing conflict at a moderate, constructive level.
The document discusses the nature of conflict, including the types and levels of conflict that can occur within organizations. It describes the conflict process and impact of conflict. The document also examines approaches to managing conflict, including various resolution strategies, and the role of leadership in dealing with conflict.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
This lecture takes an in-depth look at conflict management and negotiation, key aspects of contemporary organizational behavior. After examining the two views of conflict, the consequences of conflict, and the types and levels of conflict, the chapter discusses culture and conflict, conflict management styles, organizational sources of conflict, and conflict management strategies. The chapter goes on to explore negotiation
This document discusses conflict management in organizations. It defines organizational conflict as discord that arises between incompatible goals of individuals or groups. Conflict can be caused by limited resources, communication barriers, personality clashes, and differing values and goals. Conflict can have negative effects like stress and reduced productivity, but also positive effects like new ideas and problem solving. Conflicts are classified into types like dysfunctional, functional, and levels like inter-group and interpersonal. Theories of conflict management include Blake and Mouton's grid, Thomas-Kilmann model, and Rahim's dual concern theory. Collaboration is the best method that creates a win-win outcome, while mediation and arbitration involve third parties to facilitate agreement.
Conflict occurs when there are disagreements over issues or emotional tensions between individuals or groups. There are different types and levels of conflict including interpersonal, intrapersonal, intergroup, and inter-organizational. Conflict can be functional when constructive, but dysfunctional when destructive. Effective conflict management involves both assertiveness and cooperation to find win-win solutions through collaboration, problem-solving, and negotiation.
Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals.
Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome
Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it
Three categories of conflict intrapersonal, interpersonal, intergroup
The 1st stage of conflict process called latent conflict and end with conflict aftermath
The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve
Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration
This document discusses conflict in organizations and management. It begins by defining conflict and outlining learning goals around understanding different levels and types of conflict, analyzing conflict episodes, and appreciating international and ethical issues in conflict management. The document then covers topics like levels and types of conflict, reducing and increasing conflict, functional vs dysfunctional conflict, latent conflict sources, a conflict management model, conflict frames and orientations, relationships among conflict episodes, and international aspects of organizational conflict. Presenters are also listed for each section.
Group, bargaining behaviour & intergroup relationsRuhi Beri
This document provides a summary of a presentation on group bargaining behavior and inter-group relations given by Rachna Kralia and Ruhi Beri. It defines groups, discusses formal and informal groups, and the five stages of group development. It also examines group properties such as roles, norms, status, and cohesiveness. Regarding bargaining, it distinguishes between distributive and integrative bargaining approaches and behaviors. Finally, it analyzes inter-group relations and theories like social identity theory, as well as ways to reduce prejudice such as through the contact hypothesis and common in-group identity model.
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Conflict Management, Group Dynamics & Organizational Power and PoliticsSachin Bhurase
The document discusses conflict management and emotional intelligence. It defines conflict as a disagreement between parties with incompatible concerns. It presents various views of conflict and discusses the stages and causes of conflict within individuals, between individuals, groups, and organizations. It also outlines strategies for resolving different types of conflicts, including negotiation techniques. Additionally, it defines emotional intelligence as the ability to balance emotion and reason to maximize long-term happiness. It discusses key components of emotional intelligence like self-awareness and social skills.
This document discusses conflict management techniques and styles. It identifies five main styles: competitive, collaborative, compromising, accommodating, and avoiding. The competitive style takes a firm stand to satisfy one's own concerns, while the collaborative style tries to meet the needs of all parties. The compromising style partially satisfies everyone by having all parties give up something. The accommodating style meets others' needs at the expense of one's own. The avoiding style seeks to evade conflict entirely. Perceptions play an important role in how parties experience conflict due to factors like culture, gender, knowledge, previous experiences, and impressions of others.
Conflict Management is organization dynamic perform in global movement. Thus, it's need selection thinking and innovation regarding to mapping with solving the problems.
The document provides details on Disney's mission statement: "We create happiness by providing the finest in entertainment for people of all ages, everywhere." It explains that Disney is one of the most successful companies in the world and their mission is to create happiness through high-quality entertainment for all people. Additional resources are provided to help write effective mission statements and business documents.
Description:
2016 Glassdoor Summit
Katie Burke, VP Culture & Experience at Hubspot – Culture as a Competitive Business Advantage
https://www.youtube.com/watch?v=kT0ytbOI2mc
This document summarizes a session on working with others, conflict, and collaboration. It discusses theories of group development, participation, decision making, and conflict management. Key points covered include Tuckman's stages of group development, Belbin's roles in groups, cognitive appraisal theory, and strategies for preventing "groupthink". The role of feedback and supervision in reflection is also mentioned. Groups are said to powerfully shape behavior through inclusion, exclusion, and conformity pressures. Reflective processes can explore hidden group dynamics and defense mechanisms.
The document discusses conflict, its causes and types, how it occurs within and between individuals and groups. It also examines approaches for managing conflict, including both direct and indirect methods, as well as the negotiation process for resolving disputes between two or more parties with opposing interests or preferences. The goal of effective conflict management and negotiation is to find solutions that satisfy everyone's needs and allow individuals or groups to maintain or improve their working relationships.
The document discusses conflict, negotiation, and intergroup behavior. It defines conflict as disagreements over goals or issues that cause emotional tension. There are different types of conflict, including substantive versus emotional, and levels from individual to organizational. Conflict can be functional or dysfunctional depending on the situation. The document outlines several approaches to managing conflict, including direct methods like competing, collaborating, compromising, and indirect methods like appeals to common goals. It also discusses the negotiation process and different negotiation styles, such as distributive versus integrative bargaining. Finally, the document notes some factors that influence negotiation and methods for managing intergroup relations.
Conflict is a natural part of working with others and can produce positive or negative outcomes. To resolve conflicts, managers should avoid simply waiting for issues to resolve themselves or imposing their own solutions without input. More effective strategies include compromise, where all sides give up something, or collaboration, where parties work through issues to find a mutually agreeable solution.
Intergroup Conflict, The Structure of Organizations, Designing Effective Orga...Krista Karissa Cariño
This document discusses topics related to industrial psychology including intergroup conflict, organizational structure, and designing effective organizations. It provides details on causes of intergroup conflict such as task interdependence and reward systems. Strategies for managing conflict include avoidance, defusion, containment, and confrontation. The dynamics of winning and losing conflicts are also examined. The document also explores formal organizational structures and their goals of defining responsibility, facilitating coordination, and adapting to environments.
The document discusses the topic of conflict in business organizations. It defines conflict and describes different types of conflict including goal conflict, affective conflict, cognitive conflict, and procedural conflict. It then discusses different views of conflict in business, including the traditional view that conflict is bad, the human relations view that conflict is inevitable, and the interactionist view that functional conflict can be good. The document outlines the stages of conflict including potential opposition, cognition and personalization, behavior, and outcomes. It also discusses methods for resolving conflict such as passive resolution, win-win solutions, structured problem solving, confronting conflict, and selecting a better alternative.
Conflict arises from incompatible goals, interests or values between individuals or groups. It can be constructive by improving decision making or destructive by hindering performance. There are various models of the conflict process including potential opposition, cognition, intentions, behaviors and outcomes. Conflict may be stimulated functionally through approaches like devil's advocacy or dialectical debate. Dysfunctional conflict should be managed through addressing personal or structural causes, using third party assistance, and integrative or distributive negotiation techniques. Overall, optimal organizational performance requires managing conflict at a moderate, constructive level.
The document discusses the nature of conflict, including the types and levels of conflict that can occur within organizations. It describes the conflict process and impact of conflict. The document also examines approaches to managing conflict, including various resolution strategies, and the role of leadership in dealing with conflict.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
This lecture takes an in-depth look at conflict management and negotiation, key aspects of contemporary organizational behavior. After examining the two views of conflict, the consequences of conflict, and the types and levels of conflict, the chapter discusses culture and conflict, conflict management styles, organizational sources of conflict, and conflict management strategies. The chapter goes on to explore negotiation
This document discusses conflict management in organizations. It defines organizational conflict as discord that arises between incompatible goals of individuals or groups. Conflict can be caused by limited resources, communication barriers, personality clashes, and differing values and goals. Conflict can have negative effects like stress and reduced productivity, but also positive effects like new ideas and problem solving. Conflicts are classified into types like dysfunctional, functional, and levels like inter-group and interpersonal. Theories of conflict management include Blake and Mouton's grid, Thomas-Kilmann model, and Rahim's dual concern theory. Collaboration is the best method that creates a win-win outcome, while mediation and arbitration involve third parties to facilitate agreement.
Conflict occurs when there are disagreements over issues or emotional tensions between individuals or groups. There are different types and levels of conflict including interpersonal, intrapersonal, intergroup, and inter-organizational. Conflict can be functional when constructive, but dysfunctional when destructive. Effective conflict management involves both assertiveness and cooperation to find win-win solutions through collaboration, problem-solving, and negotiation.
Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals.
Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome
Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it
Three categories of conflict intrapersonal, interpersonal, intergroup
The 1st stage of conflict process called latent conflict and end with conflict aftermath
The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve
Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration
This document discusses conflict in organizations and management. It begins by defining conflict and outlining learning goals around understanding different levels and types of conflict, analyzing conflict episodes, and appreciating international and ethical issues in conflict management. The document then covers topics like levels and types of conflict, reducing and increasing conflict, functional vs dysfunctional conflict, latent conflict sources, a conflict management model, conflict frames and orientations, relationships among conflict episodes, and international aspects of organizational conflict. Presenters are also listed for each section.
Group, bargaining behaviour & intergroup relationsRuhi Beri
This document provides a summary of a presentation on group bargaining behavior and inter-group relations given by Rachna Kralia and Ruhi Beri. It defines groups, discusses formal and informal groups, and the five stages of group development. It also examines group properties such as roles, norms, status, and cohesiveness. Regarding bargaining, it distinguishes between distributive and integrative bargaining approaches and behaviors. Finally, it analyzes inter-group relations and theories like social identity theory, as well as ways to reduce prejudice such as through the contact hypothesis and common in-group identity model.
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Conflict Management, Group Dynamics & Organizational Power and PoliticsSachin Bhurase
The document discusses conflict management and emotional intelligence. It defines conflict as a disagreement between parties with incompatible concerns. It presents various views of conflict and discusses the stages and causes of conflict within individuals, between individuals, groups, and organizations. It also outlines strategies for resolving different types of conflicts, including negotiation techniques. Additionally, it defines emotional intelligence as the ability to balance emotion and reason to maximize long-term happiness. It discusses key components of emotional intelligence like self-awareness and social skills.
This document discusses conflict management techniques and styles. It identifies five main styles: competitive, collaborative, compromising, accommodating, and avoiding. The competitive style takes a firm stand to satisfy one's own concerns, while the collaborative style tries to meet the needs of all parties. The compromising style partially satisfies everyone by having all parties give up something. The accommodating style meets others' needs at the expense of one's own. The avoiding style seeks to evade conflict entirely. Perceptions play an important role in how parties experience conflict due to factors like culture, gender, knowledge, previous experiences, and impressions of others.
Conflict Management is organization dynamic perform in global movement. Thus, it's need selection thinking and innovation regarding to mapping with solving the problems.
The document provides details on Disney's mission statement: "We create happiness by providing the finest in entertainment for people of all ages, everywhere." It explains that Disney is one of the most successful companies in the world and their mission is to create happiness through high-quality entertainment for all people. Additional resources are provided to help write effective mission statements and business documents.
Description:
2016 Glassdoor Summit
Katie Burke, VP Culture & Experience at Hubspot – Culture as a Competitive Business Advantage
https://www.youtube.com/watch?v=kT0ytbOI2mc
The document discusses the progression of economic value from goods to services to experiences. It describes key features of the experience economy including that experiences occur when using services as a stage and goods as props, and exist in the mind rather than being external. It also outlines principles for designing experiences, such as theming the experience, harmonizing positive cues, and engaging all five senses.
The document discusses the shift to an attention economy driven by information overload on the web. It outlines the key concepts of an attention economy including that attention, not information, is now scarce. It also discusses how attention can be exchanged through illusory attention and temporary organizations on the web help facilitate attention transactions and circulation of attention. Challenges to building a full attention economy include breaking up data silos, governing standards through an industry round table, and educating people on the value and principles of their attention.
Fighting For Interest in the Attention EconomyMonique Deziel
The document discusses the challenges and opportunities that marketers face in today's "attention economy", where consumers are constantly distracted by multiple devices and media. People are consuming more media simultaneously and have shorter attention spans. This makes it difficult for advertisements to be effective. Marketers must create unique and shareable content that can capture consumers' fragmented attention. Sponsored content placed within articles and shared on social media has shown success in subtly promoting brands in a way that holds users' interest.
Developing a plan on how your brand or company will capture the attention from the right people is very crucial.
Having a great product or service will fail if it doesn't get the attention from the proper audience.
3 min guide: How to reach and captivate your most likely buyers?Anders Lindgren
The battle for attention has changed. In the rumbling digital and urban jungle, people are bombarded with a quad zillion messages. Never have so many had so much content and so many offers to choose from. It has changed how people read and buy.
Firstly, people hate ads. Secondly, there are all sorts of ways to block out the messages you are trying to get through. Simply mashing up lots of content won’t work any longer. There are just too many marketers, news media, bloggers and so-me’s screaming to be heard at the same time.
With two decades of experience as a marketing director for large technology and consultancy firms, I understand how daunting the new digital marketing world can be. So, I started on a quest to find a surefire formula. I looked at all the best marketing methods and tools, and consolidated them into one surefire methodology: The Marketing Marksmanship Code.
It’s an easy to adopt and unbelievable powerful marketing formula. So you can create top-notch content, that’s relevant to your audience and capture high quality leads - all based on one methodology and a set of tactics. No more wondering how to do it all.
The document discusses how experiences are becoming the foundation for future economic growth. Successful companies will use products and services to create engaging customer experiences. It provides examples of how coffee, birthday offerings, and other industries have progressed from commodities to differentiated experiences. The document also outlines ways to stage customer surprises and create positive impressions through cues related to time, space, technology, authenticity, sophistication, and scale. It recommends eliminating negative cues like unnecessary signage, clutter, wear and tear, and poor staff behavior.
Retailers want to get grip on their omnichannel dynamics. The House of Marketing gave tips about how to develop a successful omnichannel strategy during the RetailSonar Day 2015.
The document discusses the experience economy and how it differs from the traditional service economy. It outlines how experiences can be designed to be memorable by incorporating themes, cues, memorabilia, and engaging the five senses. Examples are provided of how different businesses like auto dealerships, doctors offices, and hair salons can create experiences for customers. The discussion ends by noting the transition from the experience economy to the social and transformation economies.
The document discusses the "experience economy" framework developed by Pine and Gilmore. It describes the progression from commodities to goods to services to experiences, with experiences defined as memorable events that engage customers. Experiences are distinguished from services in that they intentionally use services and goods to create an event. The framework outlines two dimensions - customer participation and connection - that define four experience realms. Effective experience design includes a theme, cues, and engaging multiple senses to create memorable impressions.
The document discusses the shift from a product-focused economy to an experience economy, where consumers are seeking emotional experiences and active participation over passive consumption. It notes that mass marketing is dead, and that brands must participate in conversations and relationships with consumers rather than just blasting messages. The new value paradigm is experiences, so marketers must help brands design experiences for consumers through sensory elements like images, sounds, and smells.
E Source JourneyHub is an intuitive, interactive, and collaborative web-based tool that allows utilities to easily map their customer touchpoints and to better understand how customers interact with and feel about their utility companies.
This is from the book the Experience Economy. I was playing with my new macbook pro and thought i could do a nice visual to post. Considering we all talk about the brand experience at the moment. Its an interesting way to model how your create and continue to build your brand experiences
This document discusses how Apple has built a highly profitable company culture. It summarizes that Apple achieved $1 trillion in revenue by focusing on getting customers to buy products, buy again through subsequent purchases, and tell their friends through word-of-mouth marketing. Apple accomplishes this through creating insanely great products, an interlinked ecosystem, and delivering a wow customer experience. The company culture fosters alignment, teamwork, ownership, communication, innovation and delivering world-class customer service. Tim Cook emphasized the values of focus, collaboration and excellence that are deeply embedded in Apple's culture.
When Culture Is Everything - A Brief Lesson from ZapposAgus Iskandar
Zappos is an online shoe and apparel retailer that generates over $1 billion in annual revenue. It is known for its unique company culture, which prioritizes delivering excellent customer service and embracing fun and creativity. The company's 10 core values, such as delivering "WOW" through service and building a positive team spirit, have helped make Zappos one of the best companies to work for and contributed to high customer loyalty and word-of-mouth marketing. Zappos' culture-focused business approach has led to significant financial success and inspired many other organizations.
The HubSpot Culture Code: Creating a Company We Lovecolleenfry
The document outlines the culture code at Hubspot, which focuses on being maniacal about metrics and the customer, radical transparency, autonomy for employees, selectivity in hiring, investing in individual skills, challenging conventional wisdom, speaking truth, work-life balance, and continual improvement. Key aspects of the culture include an interesting internal wiki, no vacation policy, autonomy balanced with accountability, and metrics-driven approach. The culture aims to create a company employees love through these principles.
SCB's customer engagement focuses on stronger customer relationships and loyalty through deeper employee engagement to become the bank of choice. It aims to continuously develop and achieve international standards. AIS's customer engagement includes its customer group with exclusive privileges and services, a customer club, help services, and special payment channels to drive engagement. Customer experience management involves analyzing customer experience, defining service standards and guidelines, designing service experiences, defining touchpoints, and continuously innovating services to improve the customer experience through various aspects like offerings, communication, and troubleshooting.
Random Acts of Marketing Kindness: 26 Ways to Make Someone Smile TodayHubSpot
In the spirit of Valentine's Day, we compiled some random acts of marketing kindness -- 26 little things you can do to make someone around you smile. Click through the SlideShare above to see what they are, and try a couple of them out. Pretty soon, you'll see more smiles around you. And maybe, if enough of us do them, we'll start to make our profession a little bit more loveable.
The document provides an overview of models of conflict, including definitions, causes, consequences, and solutions. It begins by defining conflict and distinguishing between different types. Key points include:
- Conflict is a perception of incompatibility between two interdependent parties. It exists when one party feels another has negatively affected something they care about.
- There are various causes of conflict including personal, structural, and communication factors. Conflict has both functional and dysfunctional consequences depending on how it is managed.
- Conflict management aims to minimize dysfunctional aspects and enhance constructive functions, while conflict resolution seeks to end conflict. Managing conflict appropriately is important for optimal organizational performance.
Study questions.
What is conflict?
How can conflict be managed successfully?
What is negotiation?
What are the different strategies involved in negotiation?
Conflict arises from incompatible goals, interests or behaviors between interdependent parties. It can be functional in spurring innovation, or dysfunctional in hindering performance. There are multiple levels of conflict from latent tensions to active disagreements. Conflict evolves through stages from potential issues to outcomes, and can be managed constructively through stimulating productive task conflicts, using interest-based negotiation or third-party mediation to resolve disputes, and reducing negative relationship conflicts. The key is managing the level and type of conflict for optimal group performance and outcomes.
This document summarizes a presentation on organizational conflicts. It defines conflict as a state of opposition between groups that can result from different ideas, goals or structures. Conflicts are viewed as natural and can have both positive and negative impacts. Conflicts can occur at the individual, group and organizational levels. The conflict process involves potential incompatibility, personalization of issues, behavioral intentions, overt conflict behaviors, and outcomes. Effective conflict management aims to improve situations and strengthen relationships through collaborative solutions.
The document outlines concepts related to conflict and negotiation including defining conflict, reviewing views of conflict, contrasting functional and dysfunctional conflict, outlining the conflict process, studying conflict handling orientations, comparing bargaining strategies, and identifying biases that hinder negotiations. It provides learning objectives and details each stage of the conflict process from potential opposition to outcomes. The document also discusses negotiation, bargaining strategies, and issues that can impact the negotiation process.
This document provides an overview of conflict and conflict resolution. It defines conflict as differences in opinions, interests, or perceptions between two or more parties. It discusses traditional, human relations, and interactionist views of conflict. Conflict can be functional and promote performance or dysfunctional and hinder performance. The document outlines the stages of conflict (latent, perceived, felt, manifest) and levels (individual, group, organizational). It discusses strategies for resolving intra-group and inter-group conflict such as problem-solving, organization redesign, and appealing to superordinate goals. The document emphasizes the importance of managing conflict to achieve optimal organizational performance.
The document discusses conflict, defining it as opposition or incompatible behavior between interdependent parties. It notes that conflict is a natural part of organizational life and can be beneficial if managed properly. The document outlines different levels of conflict, from interpersonal to organizational, and types, such as intra-group and inter-group. It introduces models for handling conflict, including competing, collaborating, compromising, avoiding, and accommodating, noting collaboration leads to win-win solutions. Managing conflict effectively includes addressing its symptoms and using approaches that strengthen relationships.
The document discusses various types and causes of conflict within groups. It describes the conflict process in 5 stages: potential opposition, cognition and personalization, intentions, tactics used, and outcomes. Conflict can be functional and improve group performance or dysfunctional and hinder the group. There are also different types of conflict including task, relationship, and process-based conflicts. The document provides details on each stage and type of conflict.
This document provides an overview of conflict and conflict resolution. It defines conflict as a struggle between two or more opposing forces that creates tension requiring resolution. The document discusses different views of conflict, types of conflict, levels of conflict including individual, group and organizational, and positive and negative aspects of conflict. It also outlines the process of conflict from latent to manifest stages. Finally, it explores various strategies for resolving conflicts within and between groups, such as problem solving, organization redesign, superordinate goals, and expanding resources.
The document summarizes information about conflict management presented in an organizational behavior presentation. It discusses the causes, advantages, and disadvantages of conflicts, as well as types of conflicts, the conflict process, levels of conflicts, and steps to manage conflicts. Key points covered include the five stages of the conflict process, the five conflict handling intentions, and five steps identified to manage conflicts positively which are anticipate, prevent, identify, manage, and resolve.
The document discusses conflict and negotiation. It defines conflict as disagreements that arise over goals or methods. There are different views of conflict, from seeing it as purely harmful to recognizing that it can have positive functions when managed constructively. Conflicts can be task-related, relationship-based, or about processes. The conflict process involves potential opposition, cognition and personalization of the issues, intentions to address it, behaviors used, and outcomes. Negotiation is the process of making joint decisions when parties differ and can use distributive or integrative strategies. Third parties like mediators or consultants can assist in negotiation. The document outlines factors to consider for different conflict-handling intentions.
1) The document summarizes key concepts from Chapter 14 on organizational conflict and negotiation. It defines different types of conflict, including task, relationship, and process conflict.
2) It describes the 5 stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Intentions can include competing, collaborating, avoiding, accommodating, and compromising.
3) Negotiation strategies are also discussed, including distributive and integrative bargaining. The 5 steps of negotiation are preparation, defining ground rules, clarification, bargaining, and closure.
pharm build z team and manage the conflict (1).pptxjiregna5
This document discusses team building and conflict management. It defines what a team is and describes the 5 stages of team development: forming, storming, norming, performing, and adjourning. It also discusses the five dysfunctions of a team. The document then defines conflict and describes the different types, levels, and outcomes of conflict. It distinguishes between conflict management and conflict resolution, describing conflict management as designing strategies to minimize dysfunctions and enhance constructive functions of conflict. Finally, it outlines four conflict management techniques and three approaches to conflict: lose-lose, win-lose, and win-win.
This document discusses conflict management and resolution. It defines conflict and explores different views of conflict, including the traditional view that conflict is always harmful, the human relations view that conflict is natural and inevitable, and the interactionist view that conflict is necessary for group performance. The document outlines the conflict process in five stages and discusses functional and dysfunctional aspects of conflict. It then examines techniques for managing conflict, including resolution techniques like compromise, problem-solving, and dominance, as well as stimulation techniques. The document also covers preventing conflicts and types of conflicts at the intra-individual, interpersonal, and organizational levels.
This document discusses conflict in organizations and provides definitions and types of conflict. It begins by defining conflict as differences in opinions, interests, or perceptions that can result in hostility or antagonism. Conflict is seen as a natural occurrence in groups that can have both positive and negative impacts on performance. Positively, conflict may stimulate change, creativity, and challenge assumptions, while too much can cause resignations, tensions, and goal displacement. The document outlines traditional and modern views of conflict, describing types like task, relationship, and process conflict. It also discusses negotiation, emotional intelligence, and leadership strategies for managing conflict constructively.
The document provides an overview of conflict management in an organizational context. It discusses the causes, types, levels, and process of conflict as well as strategies for managing conflict constructively. Key points include that conflicts can be functional or dysfunctional, arise at the individual, group, and organizational levels, and follow a five stage process of potential opposition, cognition, intentions, behaviors, and outcomes. The document also outlines steps for managing conflicts, which include anticipating issues, preventing conflicts, identifying problems, managing emotions, and resolving conflicts through dialogue.
The document discusses functional and dysfunctional conflicts. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It describes the conflict iceberg model and differentiates between functional and dysfunctional conflicts. The document then covers the five stages of the conflict process and various conflict management techniques, such as the five alternative styles for handling conflicts and third-party interventions.
This document discusses managing conflicts in organizations. It begins by defining conflict and noting that conflict exists at all levels of society and is natural and inevitable in human relationships. Conflict is the root of change and prevents stagnation.
The document then discusses different perspectives on conflict, including traditional views that see all conflict as harmful, human relations views that see conflict as natural, and interactionist views that see conflict as necessary for group performance. It also discusses functional and dysfunctional conflict in organizations.
The rest of the document outlines sources of conflict, stages of conflict escalation, approaches to conflict resolution including competing, collaborating, avoiding, accommodating, and compromising, and recommendations for when to use each approach to conflict management.
DHL's mission statement expresses its goal of providing the highest quality express and logistics solutions based on strong local expertise and the most extensive global network. Customers trust DHL as the preferred global express and logistics partner due to its quality, profitability, and market share leadership in the industry. The document provides the full text of DHL's mission statement and additional context on the importance and goals of an effective mission statement for a company.
Denny's mission is to establish beneficial supplier relationships that share a commitment to customer service, quality, and competitive pricing. Their mission statement reflects their core purpose of serving customers through quality products and services at fair prices. It aims to inspire employees by conveying the company's values of customer focus, quality, and business partnerships.
Dell's mission statement is "to be the most successful computer company in the world at delivering the best customer experience in markets we serve." The document provides Dell's exact mission statement and details how Dell aims to be the most successful computer company through delivering excellent customer experiences in the markets it serves. It also provides additional resources on writing effective mission statements with samples, formats, and tips.
The Coca Cola mission statement aims to refresh the world through their brands, inspire optimism, and create value everywhere. Specifically, the mission statement says Coca Cola strives to refresh people in body, mind and spirit, inspire optimism through their brands and actions, and make a difference everywhere they engage. Coca Cola has one of the most well-known and successful mission statements in business.
The document provides the mission statement of the Burger King located in Memphis, Tennessee. The mission statement says that the company will prepare and sell quick service food to fulfill guest needs accurately, quickly, and courteously in a clean environment, conduct business ethically with the best employees, and continue growing profitably while providing career advancement opportunities. Additional text provides context about mission statements and tips for writing one along with reiterating the content of the Burger King mission statement.
This document discusses frameworks for categorizing organizational change and the nature of change. It describes change as existing on a spectrum from smooth and incremental to discontinuous. Change can be planned and emergent, and organizations may go through predictable life cycle stages of growth involving crisis periods. Understanding the type and nature of change is necessary to effectively manage and implement change within an organization.
Google's mission statement is "To make the world's information universally accessible and useful." The document provides Google's simple but ambitious mission statement and additional context about the company. It also includes tips and examples to help write effective mission statements along with information about Google's success as one of the largest companies in the world.
IBM's mission statement outlines their goal to lead in developing and manufacturing advanced information technologies like computer systems, software, storage systems, and microelectronics. They aim to translate these advanced technologies into value for customers through professional solutions, services, and global consulting businesses.
Cyber crimes have grown with advances in computer technology. As computer use increased in business and government, it created new opportunities for criminals. Various forms of unauthorized access to classified files, financial information, and emails have occurred. Some see these actions as a form of "free speech" and do not believe restricting access to information is a crime. However, cyber crimes like computer hacking, identity theft, and accessing child pornography can be financially and emotionally devastating. While cyber crimes are often considered less violent than offline crimes, they still warrant legal penalties and ethical oversight to protect individuals and organizations online.
Cyber crime and regulations have become increasingly important issues as technology has advanced and more activities have moved online. Computers and the internet now provide access to information, communication, education, and business, but criminals also exploit these technologies. Various forms of cyber crime like cyber stalking, hacking, online pornography, and intellectual property theft negatively impact victims and society. Governments have begun implementing laws and systems to address these issues, but challenges remain in adequately protecting people and property in an online world.
Computer crime has existed since the dawn of computers in the late 1950s, with the first recorded computer crime occurring in 1958. As computer use grew throughout the 1960s and 1970s due to the increasing popularity of mainframe computers in businesses, reported computer crimes increased to hundreds per year by the mid-1970s, resulting in estimated annual losses of $300 million. Now in the modern internet era, computer crime continues to rise as networks and hacking tools become more widely accessible, enabling computer criminals to target vulnerable systems for over 30 years.
Asuh is an Islamic children's magazine published in Malaysia that teaches Islamic values and lessons to readers aged 6-12 in a simple way. It uses illustrations and colorful pages to make the content interesting and easy to understand. The magazine contains lessons on reading, exercises, facts, and other topics while promoting an Islamic message. However, the magazine could improve by addressing issues like spelling errors, uninteresting articles, and providing more useful information to help spread Islamic teachings.
This document presents a lesson plan that uses the lyrics of Don McLean's song "American Pie" to teach English through contextualizing references in the song to important songs, artists, and events from the late 1950s and 1960s rock 'n' roll era in the United States. The lesson analyzes allusions in the song to help identify musical influences from the 1950s period of innocence and optimism as well as social movements of the turbulent 1960s decade. Teachers are encouraged to use songs like "American Pie" as authentic materials that can enhance English lessons and improve students' skills at any level.
E-marketing presents many ethical and legal issues that organizations must address, including privacy, intellectual property, and fraud. Laws and regulations attempt to balance relevant stakeholder interests, though new technologies often outpace policy. Self-regulation through codes of ethics aims to foster trust and fairness, though critics argue incentives for compliance are insufficient. Emerging issues like online expression, jurisdiction, and governance require ongoing discussion to define appropriate norms and protections in the digital environment.
This document summarizes key points from Chapter 18 of the textbook Organizational Behavior. It addresses 4 study questions: 1) What is organizational design and how is it linked to strategy? 2) What is information technology and how is it used? 3) Can the design of a firm co-evolve with its environment? 4) How does a firm learn and continue to learn over time? The summary provides an overview of organizational design concepts, the role of information technology, environmental factors, and mechanisms for organizational learning.
This document summarizes key points from Chapter 17 of the textbook Organizational Behavior. It discusses 4 study questions: 1) the definition of strategy and how it relates to organizational goals, 2) the basic attributes of organizations including structure, control and centralization, 3) how work is organized through horizontal specialization and coordination methods, and 4) the characteristics of bureaucracies and common organizational structures like mechanistic, organic and hybrid forms. The summary provides an overview of the chapter's content on these topics in 3 sentences or less per question.
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document summarizes key points from Chapter 17 of the textbook "Organizational Behavior". It addresses 4 study questions: 1) What is strategy and how is it linked to organizational goals? 2) What are the basic attributes of organizations? 3) How is work organized and coordinated? 4) What are bureaucracies and what are common structures? The summary discusses concepts like societal goals, output goals, systems goals, formal structure, division of labor, control mechanisms, coordination methods, mechanistic and organic bureaucracies, and hybrid organizational structures.
This document summarizes key concepts from Chapter 16 of the textbook Organizational Behavior. It discusses organizational change as either transformational, resulting in major overhauls, or incremental and continuous. Planned change involves identifying performance gaps and implementing strategies like education and participation to manage resistance. Innovation requires strategies and cultures committed to new ideas, as well as structures that support innovation. Stress in changing environments stems from work and life demands, and can impact performance and health, so prevention and management techniques are important.
This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior" regarding decision making in organizations. It discusses the typical decision making process, models like classical decision theory and garbage can model, and how intuition, judgment and creativity impact decision making. Specific heuristics, biases, and ways to foster creativity are also outlined. The summary focuses on providing an overview of the chapter's coverage of decision making concepts and processes.
1. Organizational
Behavior, 9/E
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
2. Chapter 15 Study Questions
What is conflict?
How can conflict be managed
successfully?
What is negotiation?
What are the different strategies involved
in negotiation?
Organizational Behavior: Chapter 15
2
3. Study Question 1: What is conflict?
Conflict occurs whenever:
– Disagreements exist in a social situation over
issues of substance.
– Emotional antagonisms cause frictions
between individuals or groups.
Organizational Behavior: Chapter 15
3
4. Study Question 1: What is conflict?
Types of conflict.
– Substantive conflict.
• A fundamental disagreement over ends or goals to
be pursued and the means for their
accomplishment.
– Emotional conflict.
• Interpersonal difficulties that arise over feelings of
anger, mistrust, dislike, fear, resentment, etc.
Organizational Behavior: Chapter 15
4
5. Study Question 1: What is conflict?
Levels of conflict.
– Intrapersonal conflicts.
• Actual or perceived pressures from incompatible
goals or expectations.
• Approach-approach conflict.
• Avoidance-avoidance conflict.
• Approach-avoidance conflict.
Organizational Behavior: Chapter 15
5
6. Study Question 1: What is conflict?
Levels of conflict (cont.).
– Interpersonal conflict.
• Occurs between two or more individuals who are
in opposition to one another.
– Intergroup conflict.
• Occurs among members of different teams or
groups.
Organizational Behavior: Chapter 15
6
7. Study Question 1: What is conflict?
Levels of conflict (cont.).
– Interorganizational conflict.
• Commonly refers to the competition and rivalry
that characterize firms operating in the same
markets.
• Encompasses disagreements that exist between any
two or more organizations.
Organizational Behavior: Chapter 15
7
8. Study Question 1: What is conflict?
Organizational Behavior: Chapter 15
8
9. Study Question 1: What is conflict?
Potential benefits of functional conflict.
– Surfaces important problems so they can be
addressed.
– Causes careful consideration of decisions.
– Causes reconsideration of decisions.
– Increases information available for decision
making.
– Provides opportunities for creativity.
Organizational Behavior: Chapter 15
9
10. Study Question 1: What is conflict?
Potential disadvantages of dysfunctional
conflict.
– Diverts energies.
– Harms group cohesion.
– Promotes interpersonal hostilities.
– Creates overall negative environment.
– Can decrease work productivity and job
satisfaction.
– Can contribute to absenteeism and job
turnover.
Organizational Behavior: Chapter 15
10
11. Study Question 1: What is conflict?
Culture and conflict.
– Culture and cultural differences must be
considered for their conflict potential.
– Individuals who are not able to recognize and
respect the impact of culture may contribute to
emergence of dysfunctional situations
– Cross-cultural sensitivity helps defuse
dysfunctional conflict and capture advantages
that constructive conflict may offer.
Organizational Behavior: Chapter 15
11
12. Study Question 2: How can conflict be
managed successfully?
Organizational Behavior: Chapter 15
12
13. Study Question 2: How can conflict be
managed successfully?
Causes of conflict.
– Vertical conflict.
• Occurs between hierarchical levels.
– Horizontal conflict.
• Occurs between persons or groups at the same
hierarchical level.
– Line-staff conflict.
• Involves disagreements over who has authority and
control over specific matters.
Organizational Behavior: Chapter 15
13
14. Study Question 2: How can conflict be
managed successfully?
Causes of conflict (cont.).
– Role conflicts.
• Occur when the communication of task
expectations proves inadequate or upsetting.
– Workflow interdependencies.
• Occur when people or units are required to
cooperate to meet challenging goals.
– Domain ambiguities.
• Occur as misunderstandings over such things as
customer jurisdiction or scope of authority .
Organizational Behavior: Chapter 15
14
15. Study Question 2: How can conflict be
managed successfully?
Causes of conflict (cont.).
– Resource scarcity.
• When resources are scarce, working relationships
are likely to suffer.
– Power or value asymmetries.
• Occur when interdependent people or groups differ
substantially from one another in status and
influence or in values.
Organizational Behavior: Chapter 15
15
16. Study Question 2: How can conflict be
managed successfully?
Indirect conflict management approaches.
– Reduced interdependence.
• Adjusting the level of interdependency among
units or individuals when workflow conflicts exist.
• Decoupling, buffering, and linking pin roles.
– Appeal to common goals.
• Focusing the attention of potentially conflicting
parties on one mutually desirable conclusion.
Organizational Behavior: Chapter 15
16
17. Study Question 2: How can conflict be
managed successfully?
Indirect conflict management approaches
(cont.).
– Hierarchical referral.
• Problems are referred up the hierarchy for more
senior managers to reconcile.
– Altering scripts and myths.
• Superficial management of conflict by using
behavioral routines that become part of the
organization’s culture.
Organizational Behavior: Chapter 15
17
18. Study Question 2: How can conflict be
managed successfully?
Organizational Behavior: Chapter 15
18
19. Study Question 2: How can conflict be
managed successfully?
Lose-lose conflict.
– Avoidance.
• Everyone simply pretends that the conflict does not
really exist and hopes that it will go away.
– Accommodation or smoothing.
• Involves playing down differences among the
conflicting parties and highlighting similarities and
areas of agreement.
– Compromise.
• Each party gives up something of value, but
neither party’s desires are fully satisfied
Organizational Behavior: Chapter 15
19
20. Study Question 2: How can conflict be
managed successfully?
Win-lose conflict.
– Competition.
• One party achieves a victory through the use of
force, superior skills, or domination.
– Authoritative command.
• Use of formal authority to dictate a solution and
specify who gains what and who loses what.
Organizational Behavior: Chapter 15
20
21. Study Question 2: How can conflict be
managed successfully?
Win-win conflict.
– Collaboration or problem solving.
• Recognition by all conflicting parties that
something is wrong and needs attention, and it
stresses gathering and evaluating information in
solving disputes and making choices.
• Collaboration and problem solving are preferred to
gain true conflict resolution when time and cost
permit.
Organizational Behavior: Chapter 15
21
22. Study Question 2: How can conflict be
managed successfully?
Win-win solutions should:
– Achieve each other’s goals.
– Be acceptable to both parties.
– Establish a process whereby both parties see a
responsibility to be open and honest about
facts and feelings.
Organizational Behavior: Chapter 15
22
23. Study Question 2: How can conflict be
managed successfully?
Potential disadvantages of collaboration.
– Collaboration requires time and energy.
– Both parties to the conflict need to be assertive
and cooperative.
– Collaboration may not be feasible if the
organization’s culture does not value
cooperation.
Organizational Behavior: Chapter 15
23
24. Study Question 3: What is negotiation?
Negotiation goals and outcomes.
– Substance goals.
• Outcomes that relate to content issues.
– Relationship goals.
• Outcomes that relate to how well people involved
in the negotiations and any constituencies they
represent are able to work with one another once
the process is concluded.
Organizational Behavior: Chapter 15
24
25. Study Question 3: What is negotiation?
Effective negotiation.
– Occurs when substance issues are resolved and
working relationships are maintained or
improved.
– Criteria for an effective negotiation.
• Quality.
• Harmony.
• Efficiency.
Organizational Behavior: Chapter 15
25
26. Study Question 3: What is negotiation?
Ethical aspects of negotiation.
– To maintain good working relationships, negotiators
should strive for high ethical standards.
– Negotiators’ rationalizations for questionable ethical
behavior are offset by long-run negative
consequences.
– The unethical negotiator may be targeted for revenge.
– Unethical negotiating actions may become habitual.
Organizational Behavior: Chapter 15
26
27. Study Question 3: What is negotiation?
Organizational settings for negotiation.
– Two-party negotiation.
• Manager negotiates directly with one other person.
– Group negotiation.
• Manager is part of a group whose members are
negotiating.
Organizational Behavior: Chapter 15
27
28. Study Question 3: What is negotiation?
Organizational settings for negotiation (cont.).
– Intergroup negotiation.
• Manager is part of a group that is negotiating with
another group.
– Constituency negotiation.
• Manager is involved in negotiation with other
persons, with each party representing a broader
constituency.
Organizational Behavior: Chapter 15
28
29. Study Question 4: What are the different
strategies involved in negotiation?
Distributive negotiation.
– Focuses on positions staked out or declared by the
conflicting parties.
– Parties try to claim certain portions of the existing pie.
Integrative negotiation.
– Sometimes called principled negotiation.
– Focuses on the merits of the issues.
– Parties try to enlarge the available pie.
Organizational Behavior: Chapter 15
29
30. Study Question 4: What are the different
strategies involved in negotiation?
Distributive negotiation.
– The key question is: “Who is going to get this
resource?”
– “Hard” distributive negotiation.
• Each party holds out to get its own way.
– “Soft” distributive negotiation.
• One party is willing to make concessions to the
other party to get things over.
Organizational Behavior: Chapter 15
30
31. Study Question 4: What are the different
strategies involved in negotiation?
Integrative negotiation.
– The key question is: “How can the resource
best be utilized?”
– Is less confrontational than distributive
negotiation, and permits a broader range of
alternative solutions to be considered.
– Opportunity for a true win-win solution.
Organizational Behavior: Chapter 15
31
32. Study Question 4: What are the different
strategies involved in negotiation?
Attitudinal foundations of integrative
agreements.
– Willingness to trust the other party.
– Willingness to share information with the
other party.
– Willingness to ask concrete questions of the
other party.
Organizational Behavior: Chapter 15
32
33. Study Question 4: What are the different
strategies involved in negotiation?
Behavioral foundations of integrative
agreements.
– Ability to separate the people from the problem.
– Ability to focus on interests rather than positions.
– Ability to avoid making premature judgments.
– Ability to keep alternative creation separate from
evaluation.
– Ability to judge possible agreements on an objective
set of criteria or standards.
Organizational Behavior: Chapter 15
33
34. Study Question 4: What are the different
strategies involved in negotiation?
Information foundations of integrative
agreements.
– Each party must know what he or she will do
if an agreement can’t be reached.
– Each party must determine what is personally
important in the situation.
– Each party must achieve an understanding of
what the other party values.
Organizational Behavior: Chapter 15
34
35. Study Question 4: What are the different
strategies involved in negotiation?
Common negotiation pitfalls.
– Myth of the fixed pie.
– Possibility of escalating commitment.
– Negotiators often develop overconfidence in
their positions.
– Communication problems can cause
difficulties during a negotiation.
• Telling problem.
• Hearing problem.
Organizational Behavior: Chapter 15
35
36. Study Question 4: What are the different
strategies involved in negotiation?
Third-party roles in negotiation.
– Alternative dispute resolution.
• A neutral third party works with persons
involved in a negotiation to help them
resolve impasses and settle disputes.
– Arbitration.
• A third party acts as a “judge” and has the
power to issue a decision that is binding on
all disputing parties.
Organizational Behavior: Chapter 15
36
37. Study Question 4: What are the different
strategies involved in negotiation?
Third-party roles in negotiation (cont.).
– Mediation.
• A neutral third party tries to engage
disputing parties in a negotiated solution
through persuasion and rational argument.
Organizational Behavior: Chapter 15
37