1. The document discusses organizational conflict and negotiation. It defines conflict, describes the conflict process in 5 stages, and discusses conflict management and resolution techniques
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
Dr. Rick Goodman lists some of the most common causes of conflict, and some tips for managing it. For more information on conflict management and workplace conflict resolution visit http://www.rickgoodman.com or http://advantagecontinuingeducationseminars.com/
Similar to Organizational behavior by Robbins and Judge 17th edition chapter 14 Conflict and Negotiation (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. WHAT IS CONFLICT?
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.
Contemporary perspectives differentiate types of conflicts based on
their effects.
Functional conflict: conflict that supports the goal of the group and
improves its performance.
Dysfunctional conflict: conflict that hinders group performance.
3. TYPES OF CONFLICT
Researchers have classified conflicts into three categories i.e. task,
relationship and process.
Task conflict relates to the content and goal of the work.
Relationship conflict focuses on interpersonal relationships.
Process conflict is about how the work gets done.
4. LOCI OF CONFLICT
Loci of conflict are of three basic types:
Dyadic conflict is conflict between two people.
Intragroup conflict occurs within a group or team.
Intergroup conflict is conflict between groups or team.
5. CONFLICT PROCESS
The conflict process has five stages:
1. POTENTIAL OPPOSITION AND INCOMPATIBILITY
2. Cognition and personalization
3. Intentions
4. Behavior
5. Outcomes
6. STAGE 1:
Potential Opposition And Incompatibility
The first stage of conflict is the appearance of conditions that create
opportunities for it to arise.
Conditions are grouped into three general categories:
1. Communication
2. Structure
3. Personal variables
7. CONFLICT PROCESS
The conflict process has five stages:
1. Potential opposition and incompatibility
2. COGNITION AND PERSONALIZATION
3. Intentions
4. Behavior
5. Outcomes
8. STAGE2:
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.
9. Continued…..
Emotions play a major role in shaping perceptions.
Negative emotions allow us to oversimplify issues, lose trust, and put
negative interpretations on the other parties behavior.
Positive feeling increases our tendency to see potential relationships
among elements of a problem, take a broader view of a situation,
and develop innovative solutions.
10. CONFLICT PROCESS
The conflict process has five stages:
1. Potential opposition and incompatibility
2. Cognition and personalization
3. INTENTIONS
4. Behavior
5. Outcomes
11. STAGE 3:
INTENTIONS
Intentions are the decisions to act in a given way.
A way to identify the primary conflict-handling intentions is using
two dimensions i.e.
Assertiveness :
◦ The degree to which one party attempt to satisfy his or her own concerns.
Cooperativeness :
◦ The degree to which one party attempts to satisfy the other party concerns.
12. Continued….
We can identify five conflict-handling intentions:
Competing: a desire to satisfy one’s interests, regardless of the impact on the
other party to the conflict.
Collaborating: a situation in which the parties to be conflict each desire to
satisfy fully the concerns of all parties.
Avoiding: the desire to withdraw from or suppress a conflict.
Accommodation: the willingness of one party in a conflict to place the
opponents interests above his or her own.
Compromising : a situation in which each party to a conflict is willing to give up
something.
13. CONFLICT PROCESS
The conflict process has five stages:
1. Potential opposition and incompatibility
2. Cognition and personalization
3. Intentions
4. BEHAVIOR
5. Outcomes
14. STAGE 4:
BEHAVIOUR
The behavior stage includes statements, actions and reactions made
by conflicting parties, usually as overt attempts to implement their
own intentions.
Stage 4 is a dynamic process of interaction.
Conflicts that reach the upper ranges of the continuum are almost
always dysfunctional.
Functional conflicts are typically confined to the lower range of the
continuum.
15. CONFLICT PROCESS
The conflict process has five stages:
1. Potential opposition and incompatibility
2. Cognition and personalization
3. Intentions
4. Behavior
5. OUTCOMES
16. STAGE 5:
OUTCOMES
The action_ reaction interplay between conflicting parties creates
consequences.
Outcomes may be functional (if the conflict improves the group
performance) or dysfunctional (if it hinders performance).
17. CONFLICT MANAGEMENT
The use of resolution and stimulation techniques to achieve the
desired level of conflict.
We can study the techniques of conflict management into two
categories:
1. Conflict-Resolution Techniques
2. Conflict-Stimulation Techniques
18. CONFLICT-RESOLUTION TECHNIQUES
PROBLEM SOLVING:
◦ Meeting face to face for the purpose of identifying the problem and resolving it through open
decision.
SUPERORIDINATE GOALS:
◦ Creating a shared goal that can not be attained without the cooperation of each of the
conflicting parties.
EXPANSION OF RESOURCES:
◦ Expanding the supply of a scarce resource.
19. Continued….
AVOIDANCE:
◦ Withdrawing from or suppressing the conflict.
SMOOTHING:
◦ Playing down differences while emphasizing common interests between the conflicting
parties.
COMPROMISE:
◦ Having each party to the conflict give up something of value.
AUTHORATIVE COMMAND:
◦ Letting management use its formal authority to resolve the conflict and then
communicating its desires to the parties involved.
20. Continued….
ALTERING THE HUMAN VARIABLE:
◦ Using behavioral change techniques such as human relations training to alter attitudes and
behaviors that cause conflict.
ALTERING THE STRUCTURAL VARIABLES:
◦ Changing the formal organizations structure and the interaction patterns on conflicting
parties through job redesigns, transfers, creation of coordinating positions, and the like.
21. CONFLICT-STIMULATION TECHNIQUES
COMMUNICATION:
◦ Using ambiguous or threatening messages to increase conflict levels.
BRIG NGININ OUTSIDERS:
◦ Adding employees to a group whose backgrounds, values, attitudes, or managerial styles
differ from those of present members.
RESTRUCTURING THE ORGANIZATION:
◦ Realigning work groups, altering rules and regulations, increasing interdependence, and
making similar structural changes to disrupt the status quo.
APPOINTING A DEVIL’S ADVOCATE:
◦ Designating a critic to purposely argue against the majority positions held by the group.
22. NEGOTIATION AND BARGAINING
A process in which two or more parties exchange goods or services
and attempt to agree on the exchange rate of them.
There are two general approaches to negotiation:
1. Distributive Bargaining:
◦ Negotiation that seeks to divide up the fixed amount of resources:
2. Integrative Bargaining:
◦ Negotiation that seeks one or more settlements that can create a win-
win solution.
23. NEGOTIATION STRATERGIES
DISTRIBUTIVE BARGAINING
Goal: Get as much of the pie as
possible.
Motivation: Win-lose.
Focus: Positions.
Interests: Opposed.
Information sharing: low.
Duration of relationship: short term.
INTEGRATIVE BARGAINING
Goal: Expand the pie so that both
parties are satisfied.
Motivation: Win-win.
Focus: Interests.
Interests: Congruent.
Information sharing: High
Duration of relationships: Long term
24. THE NEGOTIATION PROCESS
The negotiation process consists of five steps:
1. PREPARATION AND PLANNING
2. Definition of ground rules
3. Clarification and justification
4. Bargaining and problem solving
5. Closure and implementation
25. PREPARATION AND PLANNING
Before you start your negotiation, Do your homework.
• What’s the nature of conflicts?
• Who involved, and what are their perceptions of the conflict?
• What you want from the negotiation?
• What are your goals?
26. BATNA
The Best Alternative To a Negotiated Agreement.
The lowest acceptable value (outcome) to an individual for a
negotiated agreement.
The “Bottom Line” for negotiation.
27. THE NEGOTIATION PROCESS
The negotiation process consists of five steps:
1. Preparation and planning
2. DEFINITION OF GROUND RULES
3. Clarification and justification
4. Bargaining and problem solving
5. Closure and implementation
28. DEFINITION OF GROUND RULES (basic rules)
• Who will do the negotiating?
• Where will it take place?
• What time constraints?
• During this phase the parties will exchange their initial
proposal or demands.
29. THE NEGOTIATION PROCESS
The negotiation process consists of five steps:
1. Preparation and planning
2. Definition of ground rules
3. CLARIFICATION AND JUSTIFICATION
4. Bargaining and problem solving
5. Closure and implementation
30. CLARIFICATION AND JUSTIFICATION
When you have exchanged initial positions you and the other party
will explain, clarify and justify your original demands.
Provide the other party with any documentation that supports your
position.
31. THE NEGOTIATION PROCESS
The negotiation process consists of five steps:
1. Preparation and planning
2. Definition of ground rules
3. Clarification and justification
4. BARGAINING AND PROBLEM SOLVING
5. Closure and implementation
32. BARGAINING AND PROBLEM SOLVING
The essence of the negotiation process is the actual give
and take.
This is where both parties need to make concessions.
33. THE NEGOTIATION PROCESS
The negotiation process consists of five steps:
1. Preparation and planning
2. Definition of ground rules
3. Clarification and justification
4. Bargaining and problem solving
5. CLOSURE AND IMPLEMENTATION
34. CLOSURE AND IMPLEMENTATION
The final step in the negotiation process is:
Formalizing your agreement and developing procedures necessary
for implementing and monitoring it.
For major negotiations from labor management negotiations to
bargaining over lease terms.
35. INDIVIDUAL DIFFERENCES IN NEGOTIATION
EFFECTIVENESS
Four factors influence how effectively individuals negotiate:
1. PERSONALITY TRAITS IN NEGOTIATIONS
2. Moods/ emotions in negotiations
3. Culture in negotiations
4. Gender differences in negotiations
36. PERSONALITY TRAITS IN NEGOTIATION
Personality and negotiation outcomes are related but only weakly.
• Cooperative and compliant
• Warm and empathetic
Formal is hindrance, the latter helps.
Best negotiator - competitive but empathetic one
Worst negotiator – gentle but empathetic one.
37. INDIVIDUAL DIFFERENCES IN NEGOTIATION
EFFECTIVENESS
Four factors influence how effectively individuals negotiate:
1. Personality traits in negotiations
2. MOODS/ EMOTIONS IN NEGOTIATIONS
3. Culture in negotiations
4. Gender differences in negotiations
38. MOODS/EMOTIONS IN NEGOTIATION
1. Anger:
◦ Anger can induce concessions.
◦ Faked anger- Anger produced from surface acting.
2. Disappointment:
◦ Disappointment concedes more.
3. Anxiety:
◦ Anxious negotiators expect lower outcomes.
39. INDIVIDUAL DIFFERENCES IN NEGOTIATION
EFFECTIVENESS
Four factors influence how effectively individuals negotiate:
1. Personality traits in negotiations
2. Moods/ emotions in negotiations
3. CULTURE IN NEGOTIATIONS
4. Gender differences in negotiations
40. CULTURE IN NEGOTIATIONS
• Colombian is apt to do better negotiating with a Colombian than
with a Sri-Lankan
41. INDIVIDUAL DIFFERENCES IN NEGOTIATION
EFFECTIVENESS
Four factors influence how effectively individuals negotiate:
1. Personality traits in negotiations
2. Moods/ emotions in negotiations
3. Culture in negotiations
4. GENDER DIFFERENCES IN NEGOTIATIONS
42. GENDER DIFFERENCES IN NEGOTIATIONS
• Popular Stereotype- Women are more cooperative and pleasant in negotiations than men.
• Women tend to value relationship outcome.
• Men tend to value economic outcomes.
Evidence suggested women an men bargained more equally in certain situations.
43. NEGOTIATION IN A SOCIAL CONTEXT
To understand negotiation in practice, then, we must consider the
social factors of reputation and relationships.
44. THIRD-PARTY NEGOTIATIONS
Mediator: A neutral third party who facilitates a negotiated solution by using reasoning,
persuasions, 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 informational communication link between
the negotiator and the opponent.