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Copyright ©2012 Pearson Education Chapter 13 Conflict and Negotiations 13-1 Essentials of Organizational Behavior, 11/e Stephen P. Robbins & Timothy A. Judge
Copyright ©2012 Pearson Education After studying this chapter, you should be able to: 13-2 1. Define conflict and differentiate between the traditional, interactionist and managed-conflict views of conflict. 2. Outline the conflict process. 3. Contrast distributive and integrative bargaining. 4. Apply the five steps of the negotiation process. 5. Show how individual differences influence negotiations. 6. Describe cultural differences in negotiations.
Copyright ©2012 Pearson Education Conflict Defined 13-3 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.
Copyright ©2012 Pearson Education Transitions in Conflict Thought 13-4 Traditional View All conflict is harmful and must be avoided Interactionist View Conflict is encouraged to prevent group from becoming stale Resolution Focused View Conflict is inevitable but we should focus on productive conflict resolution
Copyright ©2012 Pearson Education Functional Vs. Dysfunctional Conflict 13-5 Functional: improves group performance Dysfunctional: hinders group performance Assessing Focus of Conflict: Task – work content and goals Relationship – interpersonal Process – how the work is done
Copyright ©2012 Pearson Education Desired Conflict Levels 13-6 Source of Conflict Level of Conflict LowModerateHigh TaskFunctionalDysfunctional RelationshipDysfunctional ProcessFunctionalDysfunctional
Copyright ©2012 Pearson Education The Conflict Process 13-7
Copyright ©2012 Pearson Education Stage I: Potential Opposition 13-8 Communication Barriers Exist Too Much or Too Little Structure Group Size, Age, Diversity Organizational Rewards, Goals, Group Dependency Personal Variables Personality Types Emotionality
Copyright ©2012 Pearson Education Stage II: Cognition and Personalization 13-9 Potential for conflict is actualized Parties “make sense” of conflict by defining it and its potential solutions Emotions play a major role in shaping perceptions Perceived Conflict – awareness needed for actualization Felt Conflict - emotional involvement - parties experience anxiety, tension, frustration, or hostility
Copyright ©2012 Pearson Education Stage III: Intentions 13-10 The decision to act in a given way Inferred (often erroneous) intentions may cause greater conflict
Copyright ©2012 Pearson Education Stage IV: Behavior 13-11 Where conflict becomes visible Usually overt attempts to implement each party’s intentions May become an inadvertent stimulus due to miscalculations or unskilled enactments Functional Conflicts: confined to lower range of continuum – subtle, indirect, and highly controlled Dysfunctional Conflicts: upper range – highly destructive activities such as strikes and riots
Copyright ©2012 Pearson Education Stage V: Outcomes 13-12 Functional: Improves decision quality Stimulates creativity and innovation Encourages interest and curiosity Problems are aired Accepts change and self-evaluation Dysfunctional: Group is less effective Cohesiveness and communications are reduced Leads to the destruction of the group
Copyright ©2012 Pearson Education Creating Functional Conflict 13-13 Managers can reward dissent and punish conflict avoiders Managers must learn to accept bad news without sending cues that conflict is unacceptable
Copyright ©2012 Pearson Education Negotiation 13-14 Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
Copyright ©2012 Pearson Education Bargaining Strategies 13-15
Copyright ©2012 Pearson Education Distributive Bargaining Zones 13-16 Player A Player B B’s Resistance Point A’s Resistance Point B’s Target Point A’s Target Point B’s Aspiration Range A’s Aspiration Range Settlement Range
Copyright ©2012 Pearson Education Necessary Conditions for Integrative Bargaining 13-17 Parties must be open with information and candid about their concerns Both parties must be sensitive regarding the other’s needs Parties must be able to trust each other Both parties must be willing to be flexible
Copyright ©2012 Pearson Education The Negotiation Process 13-18 BATNA
Copyright ©2012 Pearson Education Individual Differences in Negotiation 13-19 Personality Little evidence to support Disagreeable introvert is best Moods & Emotions Showing anger helps in distributive negotiations Positive moods help integrative negotiations Gender Men are slightly better Many stereotypes – low power positions Women’s self-image as negotiators is poor
Copyright ©2012 Pearson Education Global Implications 13-20 Conflict and Culture: Insufficient research at this point Initial evidence does suggest some differences in tactics and attitude Cultural Differences in Negotiations: Negotiating styles clearly vary across national cultures
Copyright ©2012 Pearson Education Implications for Managers: Managing Conflict 13-21 Use in the appropriate situations: Competition – quick action is vital Collaboration – to gain commitment with consensus Avoidance – the issue is trivial Accommodation – when you’re wrong Compromise – opponents have equal power and hold mutually exclusive goals
Copyright ©2012 Pearson Education Implications for Managers: Improving Negotiation Skills 13-22 Set Ambitious Goals Pay Little Attention to Initial Offers Research Your Opponent Address the Problem, Not the Personalities Be Creative - Emphasize Win-Win Solutions
Copyright ©2012 Pearson Education Keep in Mind… 13-23 Conflict is an inherent part of organizational life: probably necessary for optimal organizational function Task conflict is the most constructive Most effective negotiators use both types of bargaining and know the appropriate tactics
Copyright ©2012 Pearson Education Summary 13-24 1. Defined conflict and differentiated between the traditional, human relations, and interactionist views of conflict. 2. Outlined the conflict process. 3. Contrasted distributive and integrative bargaining. 4. Applied the five steps of the negotiation process. 5. Showed how individual differences influenced negotiations. 6. Described cultural differences in negotiations.
Copyright ©2012 Pearson Education 13-25 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Chapter 16 Organizational Culture
Conflict Definition: A process that begins when one party perceives that another party has negatively affected,or is about to negatively affect,something.
Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 12-1 Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge.
Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 13-1 Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge.
Chapter 13 Conflict & Negotiation
Conflict & Negotiation
Chapter Learning Objectives
Human Resource Management Lecture-36. Summary of Lecture-35.
Chapter 13 Conflict and Negotiation
CONFLICT AND NEGOTIATION
Stephen P. Robbins & Timothy A. Judge
Conflict Defined A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something.
Conflict and Negotiation
Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 15-1 Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge.
Organizational Behavior 15th Ed
Organizational Behavior 15th Ed Organizational Culture Organizational Culture Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall16-1.
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