0. o r g a n i z a t i o n a l b e h a v i o r
e l e v e n t h e d i t i o n
o r g a n i z a t i o n a l b e h a v i o r

1. Conflict and Negotiation
LECTURE NO 23
Conflict and Negotiation

2. Summary of the Previous lecture 22
Organizational Culture
A common perception held by the organization’s members; a system of shared meaning.
Characteristics: (Innovation and risk taking, Attention to detail, Outcome orientation, People orientation, Team orientation, Aggressiveness, Stability)
Dominant Culture (Expresses the core values that are shared by a majority of the organization’s members.
Subcultures (Minicultures within an organization, typically defined by department designations and geographical separation.
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3. Summary of the Previous Lecture Cont,..d
Core Values (The primary or dominant values that are accepted throughout the organization.
Strong Culture (A culture in which the core values are intensely held and widely shared.
Culture’s Functions: (Defines the boundary between one organization and others, Conveys a sense of identity for its members, Facilitates the generation of commitment to something larger than self-interest, Enhances the stability of the social system, Serves as a sense-making and control mechanism for fitting employees in the organization.
Culture as a Liability: (Barrier to change, Barrier to diversity, Barrier to acquisitions and mergers
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4. Summary of the Previous Lecture Con’t..d
How Culture Begins (Founders hire and keep only employees, Founders indoctrinate and socialize these employees, The founders’ own behavior acts as a role model
Keeping Culture Alive (Selection, Top Management, Socialization,
Stages in the Socialization Process (Prearrival, Encounter, Metamorphosis Stage)
How Employees Learn Culture (Stories, Rituals, Material Symbols & Language)
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5. After studying this chapter, you should be able to:
Define conflict.
Differentiate between the traditional, human relations, and interactionist views of conflict.
Contrast task, relationship, and process conflict.
Outline the conflict process.
Describe the five conflict-handling intentions.
Contrast distributive and integrative bargaining.
L E A R N I N G O B J E C T I V E S
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6. After studying this chapter, you should be able to:
Identify the five steps in the negotiating process.
Describe cultural differences in negotiations.
L E A R N I N G O B J E C T I V E S (cont’d)
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7. Conflict Conflict Defined
Is 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.
Is 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
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8. Transitions in Conflict Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be avoided.
Causes:
Poor communication
Lack of openness
Failure to respond to employee needs
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9. Transitions in Conflict Thought (cont’d)
Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any group.
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.
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10. Functional versus Dysfunctional Conflict
Conflict that supports the goals of the group and improves its performance.
Dysfunctional Conflict
Conflict that hinders group performance.
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11. Types of Conflict Task Conflict
Conflicts over content and goals of the work.
Relationship Conflict
Conflict based on interpersonal relationships.
Process Conflict
Conflict over how work gets done.
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12. The Conflict Process E X H I B I T 14–1
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13. 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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14. Stage II: Cognition and Personalization
Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
Conflict Definition
Positive Feelings
Negative Emotions
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15. Stage III: Intentions Intentions Decisions to act in a given way.
Cooperativeness:
Attempting to satisfy the other party’s concerns.
Assertiveness:
Attempting to satisfy one’s own concerns.
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16. Dimensions of Conflict-Handling Intentions
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 With permission.
E X H I B I T 14–2
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17. Stage III: Intentions (cont’d)
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 a conflict each desire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
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18. Stage III: Intentions (cont’d)
Accommodating
The willingness of one party in a conflict to place the opponent’s interests above his or her own.
Compromising
A situation in which each party to a conflict is willing to give up something.
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19. Stage IV: Behavior Conflict Management
The use of resolution and stimulation techniques to achieve the desired level of conflict.
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20. Summary of the Current Lecture
Conflict Defined
Is 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.
Encompasses a wide range of conflicts that people experience in organizations
Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral expectations
© 2005 Prentice Hall Inc. All rights reserved.