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. L E A R N I N G O B J E C T I V E S

3. © 2003 Prentice Hall Inc. All rights reserved.14–3 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 7.Identify the five steps in the negotiating process. 8.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)

4. © 2003 Prentice Hall Inc. All rights reserved.14–4 Transitions in Conflict Thought Causes: Poor communication Lack of openness Failure to respond to employee needs Causes: Poor communication Lack of openness Failure to respond to employee needs

5. © 2003 Prentice Hall Inc. All rights reserved.14–5 Transitions in Conflict Thought (cont’d)

6. © 2003 Prentice Hall Inc. All rights reserved.14–6 Functional versus Dysfunctional Conflict

7. © 2003 Prentice Hall Inc. All rights reserved.14–7 Types of Conflict

8. © 2003 Prentice Hall Inc. All rights reserved.14–8 The Conflict Process E X H I B I T 14-1

9. © 2003 Prentice Hall Inc. All rights reserved.14–9 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

10. © 2003 Prentice Hall Inc. All rights reserved.14–10 Stage II: Cognition and Personalization Positive Feelings Negative Emotions Conflict Definition

11. © 2003 Prentice Hall Inc. All rights reserved.14–11 Stage III: Intentions Cooperativeness: Attempting to satisfy the other party’s concerns. Assertiveness: Attempting to satisfy one’s own concerns. Cooperativeness: Attempting to satisfy the other party’s concerns. Assertiveness: Attempting to satisfy one’s own concerns.

12. © 2003 Prentice Hall Inc. All rights reserved.14–12 Stage III: Intentions (cont’d)

13. © 2003 Prentice Hall Inc. All rights reserved.14–13 Stage III: Intentions (cont’d)

14. © 2003 Prentice Hall Inc. All rights reserved.14–14 Dimensions of Conflict-Handling Intentions E X H I B I T 14-2

15. © 2003 Prentice Hall Inc. All rights reserved.14–15 Stage IV: Behavior

16. © 2003 Prentice Hall Inc. All rights reserved.14–16 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 Problem solving Superordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Altering the human variable Altering the structural variables

17. © 2003 Prentice Hall Inc. All rights reserved.14–17 Stage IV: Conflict Stimulation Techniques Communication Bringing in outsiders Restructuring the organization Appointing a devil’s advocate Communication Bringing in outsiders Restructuring the organization Appointing a devil’s advocate

18. © 2003 Prentice Hall Inc. All rights reserved.14–18 Conflict-Intensity Continuum E X H I B I T 14-3

19. © 2003 Prentice Hall Inc. All rights reserved.14–19 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

20. © 2003 Prentice Hall Inc. All rights reserved.14–20 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

21. © 2003 Prentice Hall Inc. All rights reserved.14–21 Negotiation

22. © 2003 Prentice Hall Inc. All rights reserved.14–22 Bargaining Strategies

23. © 2003 Prentice Hall Inc. All rights reserved.14–23 Distributive versus Integrative Bargaining E X H I B I T 14-5

24. © 2003 Prentice Hall Inc. All rights reserved.14–24 Staking Out the Bargaining Zone E X H I B I T 14-6

25. © 2003 Prentice Hall Inc. All rights reserved.14–25 The Negotiation Process E X H I B I T 14-7

26. © 2003 Prentice Hall Inc. All rights reserved.14–26 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.

27. © 2003 Prentice Hall Inc. All rights reserved.14–27 Third-Party Negotiations

28. © 2003 Prentice Hall Inc. All rights reserved.14–28 Third-Party Negotiations (cont’d)

29. © 2003 Prentice Hall Inc. All rights reserved.14–29 Why U.S. Managers Might Have Trouble in Cross- Cultural Negotiations E X H I B I T 14-8

30. © 2003 Prentice Hall Inc. All rights reserved.14–30 E X H I B I T Conflict and Unit Performance 14-9a

31. © 2003 Prentice Hall Inc. All rights reserved.14–31 Conflict and Unit Performance (cont’d) E X H I B I T 14-9b