This chapter discusses conflict and negotiation. It defines conflict as occurring when one party perceives another has negatively affected something they care about. There are three views of conflict: traditional, which sees it as harmful; human relations, which sees it as inevitable; and interactionist, which sees it as sometimes positive. Negotiation is bargaining to agree on an exchange. There are distributive and integrative approaches, with integrative aiming for win-win solutions. The chapter outlines the conflict and negotiation processes and how culture and individual differences influence them. It also discusses the roles of third parties in negotiations.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Training Slides of Negotiation & Conflict Management in Organization, discussing the importance of Negotiation Skills.
Some Key-Points:
- Stages of Negotiation
- Approaches to Negotiation
- The Five Communication Styles
For further information regarding the course, please contact:
info@asia-masters.com
Negotiation skills is very important in day to day life be it a informal or formal situation a good negotiation skills can make you a successful person.
Conflict Management and conflict resolution techniquesHemanth M
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Best Description on Conflict and NegotiationSwaraj Mishra
It gives you a general view why conflicts and different way of conflicts and how to negotiate to solve the conflicts.
Learn the best way of conflict negotiation and conflict resolution.
Training Slides of Negotiation & Conflict Management in Organization, discussing the importance of Negotiation Skills.
Some Key-Points:
- Stages of Negotiation
- Approaches to Negotiation
- The Five Communication Styles
For further information regarding the course, please contact:
info@asia-masters.com
Negotiation skills is very important in day to day life be it a informal or formal situation a good negotiation skills can make you a successful person.
Conflict Management and conflict resolution techniquesHemanth M
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Best Description on Conflict and NegotiationSwaraj Mishra
It gives you a general view why conflicts and different way of conflicts and how to negotiate to solve the conflicts.
Learn the best way of conflict negotiation and conflict resolution.
Identify the distinction of DSM 5 vs ICD.
Explain the significant change in the fifth edition .
Discuss and differentiate the purposes of mental illness classification.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
2. Chapter Learning Objectives
➢ After studying this chapter, you should be able to:
– Define conflict.
– Differentiate between the traditional, human relations, and
interactionist views of conflict.
– Outline the conflict process.
– Define negotiation.
– Contrast distributive and integrative bargaining.
– Apply the five steps in the negotiation process.
– Show how individual differences influence negotiations.
– Assess the roles and functions of third-party negotiations.
– Describe cultural differences in negotiations.
15-1
3. Conflict Defined
➢ A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about
– That point in an ongoing activity when an interaction
“crosses over” to become an interparty conflict
➢ Encompasses a wide range of conflicts that people
experience in organizations
– Incompatibility of goals
– Differences over interpretations of facts
– Disagreements based on behavioral expectations
15-2
4. Transitions in Conflict Thought
➢ Traditional View of Conflict
– The belief that all conflict is harmful and must be avoided
– Prevalent view in the 1930s-1940s
➢ Conflict resulted from:
– Poor communication
– Lack of openness
– Failure to respond to employee needs
15-3
5. Continued Transitions in Conflict Thought
➢ Human Relations View of Conflict
– The belief that conflict is a natural and inevitable outcome in
any group
– Prevalent from the late 1940s through mid-1970s
➢ Interactionist View of Conflict
– The belief that conflict is not only a positive force in a group
but that it is absolutely necessary for a group to perform
effectively
– Current view
15-4
6. Forms of Interactionist Conflict
Functional Conflict
• Conflict that supports
the goals of the group
and improves its
performance
Dysfunctional
Conflict
• Conflict that hinders
group performance
15-5
7. Types of Interactionist Conflict
➢ Task Conflict
– Conflicts over content and goals of the work
– Low-to-moderate levels of this type are
FUNCTIONAL
➢ Relationship Conflict
– Conflict based on interpersonal relationships
– Almost always DYSFUNCTIONAL
➢ Process Conflict
– Conflict over how work gets done
– Low levels of this type are FUNCTIONAL
15-6
9. Stage I: Potential Opposition or Incompatibility
➢ Communication
– Semantic difficulties, misunderstandings, and “noise”
➢ Structure
– Size and specialization of jobs
– Jurisdictional clarity/ambiguity
– Member/goal incompatibility
– Leadership styles (close or participative)
– Reward systems (win-lose)
– Dependence/interdependence of groups
➢ Personal Variables
– Differing individual value systems
– Personality types
15-8
10. Stage II: Cognition and Personalization
➢ Important stage for two reasons:
1. Conflict is defined
• Perceived Conflict
– Awareness by one or more parties of the existence of
conditions that create opportunities for conflict to arise
2. Emotions are expressed that have a strong impact on the
eventual outcome
• Felt Conflict
– Emotional involvement in a conflict creating anxiety,
tenseness, frustration, or hostility
15-9
11. Stage III: Intentions
➢ Intentions
– Decisions to act in a given way
– Note: behavior does not always accurate reflect intent
➢ Dimensions of conflict-handling intentions:
– Cooperativeness
• Attempting to satisfy
the other party’s
concerns
– Assertiveness
• Attempting to satisfy
one’s own concerns
15-10
E X H I B I T 15-2
Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and
Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.
12. Stage IV: Behavior
➢ Conflict Management
– The use of resolution and stimulation techniques to achieve
the desired level of conflict
➢ Conflict-Intensity Continuum
15-11
E X H I B I T 15-3
Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93–
97; and F. Glasi, “The Process of Conflict Escalation and the Roles of Third Parties,” in G.B.J. Bomers and R. Peterson (eds.), Conflict Management
and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 119–40.
13. Conflict Resolution Techniques
– Problem solving
– Superordinate goals
– Expansion of resources
– Avoidance
– Smoothing
– Compromise
– Authoritative command
– Altering the human
variable
– Altering the structural
variables
– Communication
– Bringing in outsiders
– Restructuring the
organization
– Appointing a devil’s
advocate
15-12
E X H I B I T 15-4
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp.
59–89
14. Stage V: Outcomes
➢ Functional
– 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
➢ Dysfunctional
– Development of discontent
– Reduced group
effectiveness
– Retarded communication
– Reduced group
cohesiveness
– Infighting among group
members overcomes group
goals
➢ Creating Functional
Conflict
– Reward dissent and punish
conflict avoiders
15-13
15. Negotiation
➢ Negotiation (Bargaining)
– A process in which two or more parties exchange goods or
services and attempt to agree on the exchange rate for them
➢ Two General Approaches:
– Distributive Bargaining
• Negotiation that seeks to divide up a fixed amount of
resources; a win-lose situation
– Integrative Bargaining
• Negotiation that seeks one or more settlements that can create
a win-win solution
15-14
16. Distributive versus Integrative Bargaining
Bargaining Characteristic Distributive
Bargaining
Integrative Bargaining
Goal Get all the pie you can Expand the pie
Motivation Win-Lose Win-Win
Focus Positions Interests
Information Sharing Low High
Duration of Relationships Short-Term Long-Term
15-15
E X H I B I T 15-5
Mine
Yours Mine
Yours
Distributive
Integrative
Source: Based on R. J. Lewicki and J. A. Litterer,
Negotiation (Homewood, IL: Irwin, 1985), p. 280.
17. Bargaining Tactics and the Bargaining Zone
➢ Distributive Tactics
– Make an aggressive
first offer
– Reveal a deadline
➢ Integrative Tactics
– Bargain in teams
– Put more issues on the
table
– Don’t compromise
15-16
E X H I B I T 15-6
18. The Negotiation Process
➢ BATNA
– The Best Alternative
To a Negotiated
Agreement
– The lowest acceptable
value (outcome) to an
individual for a
negotiated agreement
➢ The “Bottom Line”
for negotiations
15-17
E X H I B I T 15-7
19. Individual Differences in Negotiation Effectiveness
➢ Personality Traits
– Extroverts and agreeable people weaker at distributive
negotiation – disagreeable introvert is best
– Intelligence is a weak indicator of effectiveness
➢ Mood and Emotion
– Ability to show anger helps in distributive bargaining
– Positive moods and emotions help integrative bargaining
➢ Gender
– Men and women negotiate the same way, but may
experience different outcomes
– Women and men take on gender stereotypes in negotiations:
tender and tough
– Women are less likely to negotiate
15-18
20. Third-Party Negotiations
➢ Four Basic Third-Party Roles
– Mediator
• A neutral third party who facilitates a negotiated solution by using
reasoning, persuasion, and suggestions for alternatives
– Arbitrator
• A third party to a negotiation who has the authority to dictate an
agreement.
– Conciliator
• A trusted third party who provides an informal communication
link between the negotiator and the opponent
– Consultant
• An impartial third party, skilled in conflict management, who
attempts to facilitate creative problem solving through
communication and analysis
15-19
21. Global Implications
➢ Conflict and Culture
– Japanese and U.S. managers view conflict differently
– U.S. managers more likely to use competing tactics while
Japanese managers are likely to use compromise and
avoidance
➢ Cultural Differences in Negotiations
– Multiple cross-cultural studies on negotiation styles, for
instance:
• American negotiators are more likely than Japanese bargainers
to make a first offer
• North Americans use facts to persuade, Arabs use emotion, and
Russians used asserted ideals
• Brazilians say “no” more often than Americans or Japanese
15-20
22. Summary and Managerial Implications
➢ Conflict can be
constructive or
destructive
➢ Reduce excessive conflict
by using:
– Competition
– Collaboration
– Avoidance
– Accommodation
– Compromise
➢ Integrative negotiation is
a better long-term
method
15-21
E X H I B I T 15-8