This document discusses managing conflict, politics, and negotiation in organizations. It covers the causes of conflict, types of conflict, and strategies for managing conflict, including compromise, collaboration, accommodation, avoidance, and competition. It also discusses the differences between distributive and integrative bargaining approaches to negotiation. Additionally, it defines organizational politics and outlines strategies managers can use to increase their power and influence within an organization, such as controlling uncertainty, building alliances, and controlling the agenda. The overall purpose is to explain how to effectively handle conflict, conduct negotiations, and navigate office politics.
The Art of Negotiation:
This is an introduction about negotiation, its process, kinds, and key factors. The following information have been taken from various sources. These sources are cited on the last slide of the presentation.
Explain why conflict arises, and identify the types and sources of conflict in organizations.
Describe conflict management strategies that managers can use to resolve conflict effectively.
Understand the nature of negotiation and why integrative bargaining is more effective than distributive negotiation.
,managing conflict ,politics ,and negotiation
The Art of Negotiation:
This is an introduction about negotiation, its process, kinds, and key factors. The following information have been taken from various sources. These sources are cited on the last slide of the presentation.
Explain why conflict arises, and identify the types and sources of conflict in organizations.
Describe conflict management strategies that managers can use to resolve conflict effectively.
Understand the nature of negotiation and why integrative bargaining is more effective than distributive negotiation.
,managing conflict ,politics ,and negotiation
Family business conflict and resolutionsourav mathur
One of the goals of a business family is to learn how to manage conflict inside the family so that good family decisions surface, individuals grow in healthy ways, and relationships achieve their potential.
this presentation is about what are the conflicts in family business and how this conflict can be resolve.
Business success is highly dependent on competent managerial and strategic leadership. Strategic
processes of managing and leading are people oriented and require strategic skills to ensure that there is proper
motivation in the work environment so as to achieve increased stakeholders value. In the present global
environment the need to cope with competition and other critical environmental challenges of business and
management underscores the essence of strategic management and business success. The exploratory research
design was employed for the study to assess the effect of strategic management on business success in Nigeria.
Data generated were analyzed through the regression statistical technique, and it was found that with 1 percent
increase in strategic management business success increases by 7.31 percent.
Stakeholder theory & external & internal analysis zaid alamir
Stakeholder theory definition and some examples for internal and external stakeholder and regarding external and internal analysis
there is a brief about each one
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
Family business conflict and resolutionsourav mathur
One of the goals of a business family is to learn how to manage conflict inside the family so that good family decisions surface, individuals grow in healthy ways, and relationships achieve their potential.
this presentation is about what are the conflicts in family business and how this conflict can be resolve.
Business success is highly dependent on competent managerial and strategic leadership. Strategic
processes of managing and leading are people oriented and require strategic skills to ensure that there is proper
motivation in the work environment so as to achieve increased stakeholders value. In the present global
environment the need to cope with competition and other critical environmental challenges of business and
management underscores the essence of strategic management and business success. The exploratory research
design was employed for the study to assess the effect of strategic management on business success in Nigeria.
Data generated were analyzed through the regression statistical technique, and it was found that with 1 percent
increase in strategic management business success increases by 7.31 percent.
Stakeholder theory & external & internal analysis zaid alamir
Stakeholder theory definition and some examples for internal and external stakeholder and regarding external and internal analysis
there is a brief about each one
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
Never before-disclosed oracle planning techniques by Jeff WalkerBen Lamorte
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ازمات أغلب المؤسسات ربما لن تخرج من هذه الصورة الطريفة .. شاركها مع فريق القيادة.. وفكر معهم في
١- ما الفجوة الأكبر في مؤسستنا من هذه الصور؟
٢- هل هناك خطوة محددة - او اجراء ما - يجب تطبيقة فورا للتغلب على هذه المشكلة؟
٣- كيف يتم وضع هذه الخطوة او الاجراء موضوع التنفيذ؟
مزيد من المواد المساعدة على
http://everyleader.net/
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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
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.
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12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
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Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
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3. 17-3
Learning Objectives
• Explain why conflict arises, and identify
the types and sources of conflict in
organizations.
• Describe conflict management strategies
that managers can use to resolve conflict
effectively.
• Understand the nature of negotiation and
why integrative bargaining is more
effective than distributive negotiation.
4. 17-4
Learning Objectives
• Describe ways in which managers can
promote integrative bargaining in
organizations
• Explain why managers need to be
attuned to organizational politics, and
describe the political strategies that
managers can use to become politically
skilled.
5. 17-5
Organizational Conflict
• Organizational Conflict
– The discord that arises when goals,
interests or values of different individuals or
groups are
incompatible
and those people
block or thwart
each other’s efforts
to achieve their
objectives.
9. 17-9
Types of Conflict
• Interpersonal Conflict
– Conflict between individuals due to
differences in their goals or values.
• Intragroup Conflict
– Conflict within a
group or team.
10. 17-10
Types of Conflict
• Intergroup Conflict
– Conflict between two or more teams, groups
or departments.
– Managers play a key role in resolution of
this conflict
• Interorganizational Conflict
– Conflict that arises across organizations.
12. 17-12
Sources of Conflict
• Different Goals and Time Horizons
– Different groups have differing goals and
focus.
• Overlapping Authority
– Two or more managers claim authority for
the same activities which leads to conflict
between the managers and workers.
13. 17-13
Sources of Conflict
• Task Interdependencies
– One member of a group or a group fails to
finish a task that another member or group
depends on, causing the waiting worker or
group to fall behind.
• Different Evaluation or Reward
Systems
– A group is rewarded for achieving a goal, but
another interdependent group is rewarded
for achieving a goal that conflicts with the
first group.
14. 17-14
Sources of Conflict
• Scarce Resources
– Managers can come into conflict over the
allocation of scare resources.
• Status Inconsistencies
–Some individuals and groups have a
higher organizational status than
others, leading to conflict with lower
status groups.
16. 17-16
Conflict Management Strategies
• Compromise
– each party is concerned about their goal
accomplishment and is willing to engage in
give-and-take exchange to reach a
reasonable solution.
• Collaboration
– parties try to handle the conflict without
making concessions by coming up with a
new way to resolve their differences that
leaves them both better off.
17. 17-17
Conflict Management Strategies
• Accommodation
– one party simply gives in to the other party
• Avoidance
– two parties try to ignore the problem and do
nothing to resolve the disagreement
18. 17-18
Conflict Management Strategies
• Competition
– each party tries to maximize its own gain
and has little interest in understanding the
other’s position
19. 17-19
Strategies Focused on Individuals
• Increasing awareness of the sources of
conflict
• Increasing diversity awareness and skills
• Practicing job rotation
• Using permanent transfers or dismissals
when necessary
20. 17-20
Strategies Focused on the Whole
Organization
• Changing an
organization’s
structure or
culture
• Altering the
source of conflict
21. 17-21
Negotiation
• Negotiation
– Parties to a conflict try to come up with a
solution acceptable to themselves by
considering various alternative ways to
allocate resources to each other
23. 17-23
Third-party Negotiators
• Mediators
– facilitates negotiations but no authority to
impose a solution
• Arbitrator
– can impose what he thinks is a fair solution
to a conflict that both parties are obligated
to abide by
24. 17-24
Distributive Negotiation
• Distributive negotiation
– Parties perceive that they have a “fixed pie”
of resources that they need to divide
– Take a competitive adversarial stance
– See no need to interact in the future
– Do not care if their interpersonal relationship
is damaged by their competitive negotiation
25. 17-25
Integrative Bargaining
• Integrative bargaining
– Parties perceive that they might be able to
increase the resource pie by trying to come
up with a creative solution to the conflict
– View the conflict as a win-win situation in
which both parties can gain
– Handled through collaboration or
compromise
26. 17-26
Strategies to Encourage
Integrative Bargaining
• Emphasizing superordinate goals
– goals that both parties agree to regardless
of the source of their conflict
• Focusing on the problem, not the people
• Focusing on interests, not demands
• Creating new options for joint gain
• Focusing on what is fair
27. 17-27
Organizational Politics
• Organizational Politics
– The activities managers engage in to
increase their power and to use power
effectively to achieve their goals or
overcome resistance or opposition.
28. 17-28
Organizational Politics
• Political strategies
– Specific tactics used to increase power and
use it effectively to influence and gain the
support of other people while overcoming
resistance
29. 17-29
The Importance of Organizational
Politics
• Politics
– Can be viewed negatively when managers
act in self-interested ways for their own
benefit.
– Is also a positive force that can bring about
needed change when political activity allows
a manager to gain support for needed
changes that will advance the organization.
31. 17-31
Political Strategies for Gaining and
Maintaining Power
Strategies
Controlling Uncertainty Reduce uncertainty for others in the firm
Being Irreplaceable Develop valuable special knowledge or
skills
Being in a Central
Position
Have decision-making control over the
firm’s crucial activities and resources
Generating Resources Hire skilled people or find financing when
it is needed
Building Alliances Develop mutually beneficial relations
with others inside and outside the
organization
33. 17-33
Strategies for Exercising Power
Strategies
Relying on Objective
Information
Providing impartial information causes
others to feel the manager’s course of
action is correct.
Bringing in an Outside
Expert
Using an expert’s opinion to lend
credibility to manager’s proposal
Controlling the Agenda Influencing those issues included (and
those dropped) from the decision
process.
Making Everyone a
Winner
Making sure that everyone whose
support is needed benefits personally
from providing that support.