as

1. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
W W W . P R E N H A L L . C O M / R O B B I N S
T E N T H E D I T I O N
© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

2. © 2003 Prentice Hall Inc. All rights reserved. 14–2
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Define conflict.
2. Differentiate between the traditional, human
relations, and interactionist views of conflict.
3. Contrast task, relationship, and process
conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling intentions.
6. Contrast distributive and integrative
bargaining.
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AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
7. Identify the five steps in the negotiating
process.
8. Describe cultural differences in negotiations.
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(cont’d)

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Transitions in Conflict Thought
Causes:
• Poor communication
• Lack of openness
• Failure to respond to
employee needs

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Transitions in Conflict Thought (cont’d)

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Functional versus Dysfunctional Conflict

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Types of Conflict

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The Conflict Process
E X H I B I T 14-1

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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

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Stage II: Cognition and Personalization
Positive Feelings
Negative Emotions
Conflict Definition

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Stage III: Intentions
Cooperativeness:
• Attempting to satisfy
the other party’s
concerns.
Assertiveness:
• Attempting to satisfy
one’s own concerns.

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Stage III: Intentions (cont’d)

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Stage III: Intentions (cont’d)

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Dimensions of Conflict-Handling Intentions
E X H I B I T 14-2

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Stage IV: Behavior

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Stage IV: Conflict Resolution Techniques
• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables

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Stage IV: Conflict Stimulation Techniques
• Communication
• Bringing in outsiders
• Restructuring the organization
• Appointing a devil’s advocate

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Conflict-Intensity Continuum
E X H I B I T 14-3

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Stage V: Outcomes
 Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and
change
 Creating Functional Conflict
– Reward dissent and punish conflict avoiders

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Stage V: Outcomes (cont’d)
 Dysfunctional Outcomes from Conflict
– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group
goals

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Negotiation

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Bargaining Strategies

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Distributive versus Integrative Bargaining
E X H I B I T 14-5

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Staking Out the Bargaining Zone
E X H I B I T 14-6

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The
Negotiation
Process
E X H I B I T 14-7

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Issues in Negotiation
 The Role of Personality Traits in Negotiation
– Traits do not appear to have a significantly direct effect
on the outcomes of either bargaining or negotiating
processes.
 Gender Differences in Negotiations
– Women negotiate no differently from men, although
men apparently negotiate slightly better outcomes.
– Men and women with similar power bases use the
same negotiating styles.
– Women’s attitudes toward negotiation and their
success as negotiators are less favorable than men’s.

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Third-Party Negotiations

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Third-Party Negotiations (cont’d)

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Why U.S. Managers Might Have Trouble in Cross-
Cultural Negotiations
E X H I B I T 14-8

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E X H I B I T
Conflict and Unit Performance
14-9a

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Conflict and Unit Performance (cont’d) E X H I B I T 14-9b