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
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PowerPoint Presentation by Charlie Cook

2. 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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3. 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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4. Transitions in Conflict Thought
Causes:
Poor communication
Lack of openness
Failure to respond to employee needs
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5. Transitions in Conflict Thought (cont’d)
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6. Functional versus Dysfunctional Conflict
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7. Types of Conflict
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8. The Conflict Process 14-1 E X H I B I T
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9. 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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10. Stage II: Cognition and Personalization
Conflict Definition
Positive Feelings
Negative Emotions
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11. Stage III: Intentions Cooperativeness:
Attempting to satisfy the other party’s concerns.
Assertiveness:
Attempting to satisfy one’s own concerns.
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12. Stage III: Intentions (cont’d)
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13. Stage III: Intentions (cont’d)
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14. Dimensions of Conflict-Handling Intentions
14-2
E X H I B I T
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15. Stage IV: Behavior
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16. 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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17. Stage IV: Conflict Stimulation Techniques
Communication
Bringing in outsiders
Restructuring the organization
Appointing a devil’s advocate
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18. Conflict-Intensity Continuum
14-3
E X H I B I T
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19. 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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20. 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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21. Negotiation
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22. Bargaining Strategies
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23. Distributive versus Integrative Bargaining
14-5
E X H I B I T
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24. Staking Out the Bargaining Zone
14-6
E X H I B I T
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25. The Negotiation Process
14-7
E X H I B I T
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26. 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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27. Third-Party Negotiations
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28. Third-Party Negotiations (cont’d)
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29. Why U.S. Managers Might Have Trouble in Cross-Cultural Negotiations
14-8
E X H I B I T
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30. Conflict and Unit Performance
E X H I B I T
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31. Conflict and Unit Performance (cont’d)
14-9b
E X H I B I T
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