Conflict and Negotiation for college assignment

8/19/2019 Conflict and Negotiation for college assignment

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A Report

On

Conflict and Negotiation

MGMT 20129: People and Organizations

Assessment 2

Term 3, 2015

Submitted By:- Submitted To:-

Suman alla

S02!"219

#r$ Mo %ader

&Ad'un(t )e(turer*

+entral ueensland -ni.ersit/

S/dne/ +ampus

ord +ount: rom ntrodu(tion to (on(lusion &2""*


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+ontents1. Introduction:....................................................................................................1

2. Confict and Negotiation:................................................................................1

2.1 Confict:........................................................................................................ 1

2.2 Sources o Confict:.......................................................................................1

2.3 Evolution o Confict Perspective over time:.................................................2

2.4 !pes o confict:...........................................................................................2

2.4.1 "unctional Confict:....................................................................................2

2.4.2 #!sunctional confict:...............................................................................3

2.$ Negotiation:.................................................................................................. 3

3. %anagement o Confict and Negotiation and #iagnostics tools.......................3

4. #evelopment Plan and &ecommendation:.........................................................'

$. Conclusion:........................................................................................................(

&eerences:............................................................................................................ )

*ppendi+,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,

,,,,,,,,,,,,,,,,1-

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1. Introduction:

Tis report en(ompasses 6e/ teories, ideas, prin(iples and appli(ation tat are

asso(iated 7it te managing +on8li(t and egotiation$ t ten del.es into t7o o8

diagnosti( tools namel/ Tomas %ilman +on8li(t nstrument Mode and elin Team

n.entor/ to pro.ide a (loser loo6 at understanding te positi.e and negati.e

(ara(teristi(s relating to managing (on8li(t and negotiations$ inall/, it pro.ides (ertain

re(ommendations and plan o8 a(tion ased on te 8indings to enan(e ailities o.er

(ertain period o8 time$

2. Confict and Negotiation:

2.1 Confict:

Mu( resear( as een (ondu(ted in (on8li(t o.er te last 8e7 de(ades$ One su(

resear( (ondu(ted / &Mus(alu 2015* des(ries (on8li(t as a (ollision o8 interest among

people in (orporate en.ironment triggered / in(onsisten(/ 7en a(ie.ing a goal$ n m/

opinion, in(onsisten(/ (oupled 7it 8ri.olous attitude to7ards one;s duties and mission

(reates a situation o8 (on8li(t$ +on8li(t is a penomenon tat spar6s 7en one group

tin6s tat anoter group as negati.el/ ampered someting tat 8irst group .alues

&%otter and +oen 2012*$ +on8li(t ma/ e et7een nations li6e ndia and Pa6istan

regarding te state o8 %asmir 7ere ot o8 te nation (laim tat %asmir elongs to

tem or it ma/ e et7een (ompanies li6e Apple and M 7ere ea( tries to ta6e o.er

oters mar6et and (lients$ eter te (on8li(t is et7een nations, organizations or

indi.iduals, it is not innatel/ good or ad ut te manner in 7i( it is andled rings 8ort

te


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(onseuges 2012* and tis natural elie8 (an mar te

organizational progress$inall/, &Au4imer 2012* argues tat (on8li(t is te main (omponents 8or organizations

7en operating an/ usiness$ Tis is in alignment 7it te interaction view 7ere (on8li(t

is regarded not onl/ good ut also rudimentar/ 8or e88e(tual team7or6 $

2.4 !pes o confict:

-suall/ people a.e predisposition in tin6ing tat (on8li(t innatel/ is ad ut it (an e

good in an institution 7i( (an ignite positi.e (anges in an organization$ n tis regard,

tere are t7o (on8li(ts namel/: un(tional (on8li(t and #/s8un(tional (on8li(t$

2.4.1 "unctional Confict:

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un(tional (on8li(t is positi.e (on8li(t 7ere t7o parties ma/ agree to disagree in a .er/

ealt/ and (onstru(ti.e demeanor$ Tas64oriented (on8li(t 7ere main 8o(us is gi.en to

impro.ing relationsip among people is 8un(tional (on8li(t 7i( ma/ also e termed as

produ(ti.e (on8li(t &+arlopio and Andre7arta 2012*$ Tis is result o8 spending uge

amount o8 time and energ/ in uilding relationsip 7it (lients and listing to oter parties

in (onstru(ti.e 7a/$ Tis rings good 7or6ing (onditions e(ause o8 7or6ing togeter,

(an(es o8 inno.ation and upgrades in e=isting 7or68lo7 and good 7in-win situation to all

te parties in.ol.ed$ or instan(e, air ags in .ei(le a.e een a 7in47in situation to

ot te manu8a(turer and te (lients 7o u/ tem$

2.4.2 #!sunctional confict:

t is a (on8li(t 7ere disagreement o((urs in a .er/ itter and unealt/ demeanor$ Tis

t/pe o8 (on8li(t is long4term (on8li(t and ma/ e asso(iated 7it people48o(used (on8li(t$

Sanderson and Stir6 &2012* rein8or(e tis statement arguing tat (linging in te same

prolem 8or e=tensi.e period (an turn a 8un(tional (on8li(t into d/s8un(tional$ -ltimatel/, in

an organization tis ma/ result in es(alation o8 tension, emplo/ee turno.er and

dissatis8a(tion among people in.ol.ed 7i( ma/ e .er/ (ostl/ to parties in.ol.ed$ To

address tese issues Ta/lor and oodams &2012* empasize tat 8o(using on group

(oesion ma/ pre.ent d/s8un(tional (on8li(t among te parties in.ol.ed$ Moreo.er,8ait8ulness in a team en.ironment in regard to te norms and proto(ol (an (ontriute to

(on8li(t management$ n addition, altoug it ma/ not e te most entertained leadersip

st/le in te (urrent gloal mar6et, Slai6eu and >asson &2012* stress tat auto(rati(

leadersip st/le ma/ a.e some positi.e impa(t in managing internal as 7ell as e=ternal

(on8li(ts$

2.$ Negotiation:

+on8li(t is ine.itale 7en tere is intera(tion and most (onstru(ti.e approa( to manage

or resol.e su( penomenon is / means o8 negotiation &%lee8, #reu and Manstead

200"*$ egotiation o((urs 7en tere is dis(ussion among multiple parties targeted to

agree on di88eren(es o8 interests$ or instan(e, it o((urs 7en a person u/s (ar, 7en

organizations merge 7it oter organization and distriute teir pie(es o8 pie and e.en

(ildren ma/ negotiate 7it teir tea(ers in matter o8 re(ess time$ +ommonl/, tere are

t7o t/pes o8 egotiation Strategies namel/ ntegrati.e and distriuti.e negotiation

&+arlopio and Andre7arta 2012*$ ntegrati.e negotiation is more o8 8inding a 7a/ to @gro7

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te pie size; 7ereas distriuti.e negotiation 8o(uses on di.iding alread/ e=isting @8i=ed

pie; more e88e(ti.el/$

. !anagement of Conflict and Negotiation and "iagno#tic# tool#

Tomas %ilmann +on8li(t nstrument Mode &T%* as een around 8or more tan 30 /ears

and more tan ! Million (opies o8 T% a.e een pulised &Tomas and %ilmann 2015*$

t is a sel84s(oring e.aluation (on8li(t4resolution assessment$ Tis model as potential to

elp susidize (on8li(t related to man/ aspe(ts o8 8inan(e and po7er among oters

&Al.esson illmott 2012* and is 7idel/ popular in >uman Besour(e, Organizational

#e.elopment ser.i(e pro.iders 7i( e.aluates an indi.idual;s (on8li(t4managing and

8a(ing ailities$ t des(ries indi.iduals (ara(teristi( along t7o areas: i* asserti.eness, a

measure o8 an indi.idual 7ere one tries to please one;s (on(erns and ii*

(ooperati.eness, a measure o8 an indi.idual to tr/ and please oter parties (on(erns$

Tese t7o areas are (ategorized into 8i.e modes 7en (on8li(t s(enario o((urs and te/

are:i* +ompetingii* A((ommodatingiii* A.oidingi.* +ollaorating.* +ompromising

rom te T% assessment tat undertoo6 tat as een atta(ed to tis re.ie7, it is (lear

tat a.e more o8 Cooperating and Accommodating (ara(teristi(s ut less o8

Competing and Avoiding S(ores$ Te Compromising s(ore is in te middle o8 te s(ale$

A((ommodating is a 8orm o8 (ooperati.e ea.ior$ t is a .ital (omponent or attriute tat

an indi.idual sould a.e to manage (on8li(t and understand te roots o8 te (on8li(t$ 8

et7een t7o parties, one side is alread/ a((ommodating and listens to anoter part/ and

agrees on te ideas o8 oter part/ i$e$ i8 one part/ as a((ommodating (ara(ter, tere is

less (an(es o8 (on8li(t in te 8irst pla(e$ So, in tis regard, a.e (ara(teristi( tat T%

suggests 7i( elps in (on8li(t minimization$ Te oter (ara(teristi( tat am strong at

is Collaborating 7i( is again aout (ooperation and is in (omplete (ontrast to Avoiding $

As m/ results o8 T% assessments so7 a.e ig s(ore in tis (ara(ter, it suggests

tat (an dig deeper 8or pinning e=a(tl/ 7at te prolem o8 (on8li(t is and 7or6 out te

inner desire o8 te parties in.ol.ed in a (on8li(t situation$ esides, it means possess

ailit/ to e=plore on a matter o8 disagreement to 8ind an inno.ati.e solution to a (on8li(t

situation$ Anoter (ara(teristi( o8 T% assessment is Compromising 7i( 8alls in

et7een Competing and Accommodating $ t gi.es more tan Competing ut is lesser o8

gi.ing tan Accommodating. a.e moderate s(ore in tis (ara(ter and need to 7or6 on

it to impro.e in Compromising ea.ior$ Te oter indi.idual assets o8 T% assessment

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are Avoiding and Competing $ Competing implies eing un(ooperati.e and eing 8o(used

on o7n matters and (on(erns$ A person 7it tis (ara(teristi( is indeed not good at

managing (on8li(t and (arr/ing out negotiation$ Similarl/, Avoiding is more o8 intro.ert

person 7o neiter is interested in o7ns (on(ern nor is 8o(used on oters (on(ern$ Tese

people / teir nature do not 7ant to deal 7it an/ (on8li(t situation and sould not e

idealized 7en tere is (on8li(t$ Te/ tend to diplomati(all/ 8ind an es(ape route 8rom

(on8li(t / postponing an impending issue o8 (on8li(t$ As a.e lo7 s(ore in ot

Competing and Avoiding , 8rom te s(ores o8 T% test, onl/ need to 7or6 out on te

Compromising and Competing aspe(t o8 T% assessment$ Anoter #iagnosti( tool tat elps in e.aluation o8 (ara(teristi(s reumans (annot

e per8e(t ut teams (an &Oagun 2010* and 7en organizations a.e 8lat or orizontal

stru(ture te importan(e o8 team e(omes more .i.id$ +onse


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competing attriute o8 T% assessment as ot o8 tem la(6 8le=iilit/ to inno.ati.e ideas$

a.e lo7 s(ore in tis attriute 7i( is in alignment 7it Competing $ Monitor ?.aluator is

6no7n 8or good 'udgment and resear(ing e.er/ possile option e8ore ta6ing a(tions ut

runs into ris6 o8 8orgetting details$ need to impro.e on tis aspe(t and 8inall/ +ompleter

or iniser en8or(es in deep understanding o8 tas6, elps to pre.ent mista6es in team and

aides / plans, poli(ies and s(edules o8 tas6$ A ig s(ore in tis aspe(t elps to ta(6le

te (omple=ities o8 (on8li(t, anal/ze te sour(es o8 (on8li(t and pro.ide mitigation

approa( 7it e88e(ti.e negotiation strateg/$ Tus, T model as possiilit/ to impro.e

te 8un(tional (apa(it/ o8 7or68or(e &+ondli88e 2012*$ To add to tis, enders6/ and >a/s

&2012* argue tat in(lusion o8 elin team in.entor/ pro.ides guidan(e to team regarding

spe(i8i( duties o8 team memers and tis d/nami(s in group is essential 8or (on8li(t

management$

$. "e%elopment &lan and Recommendation:

or e88e(ti.e management o8 (on8li(t and negotiation, te attriutes and roles des(ried in

ot Tomas %ilmann +on8li(t nstrument Mode and elin team in.entor/ sould e

ta6en into (onsideration$ Some attriutes ma/ e important as (ompared to oters ut

7en a.ing olisti( .ie7, it is desirale tat 8or proper (on8li(t management all aspe(ts

sould e 8o(used and addressed$ So, e.en i8 competing is generall/ asso(iated 7it

un(ooperati.e ea.ior, it is also important as it tea(es to stand 8or someting tat isrigt ting to do and de8end one;s ground$ need to impro.e in tis aspe(t 8or 7i(

intend to (arr/ out a long term and sort term goals$ or long term goal, intend to ta6e

industr/ standard (ourses relating to competing, get in.ol.ed in dis(ussion 8orums$ As

sort term goal, 7ene.er get an opportunit/ 8or (onstru(ti.e arguments, ma/ e 7it

8riends, 8amil/ or 7or6 (olleges, need to approa( it as an opportunit/$ need to e

stead/ 7it m/ goals, 7or6 8or m/ position, empasize on m/ points until oters

understand tem$ en get m/ goal, need to loo6 a(6 8or a 7ile to appre(iate te

distan(e a.e (ome a(ross$ -ltimatel/, tese impro.ements 7ill add to m/ (on8li(t

management s6ills$

)i6e7ise te results o8 elin team in.entor/ re.eal tat sould muse on some o8 m/

6e/ 7ea6nesses regarding te roles o8 mplementer$ need to e open minded to ne7

ideas and inno.ation$ en people present me 7it ideas, tend to e (onser.ati.e

7i( sould e 7or6ed upon$ need to 7or6 on m/ ailit/ to e=e(ute ideas and plans$ At

times 7en am in8le=ile, need to 7or6 7it people around me and de.elop a metod

7ere te/ (an remind me tat am eing in8le=ile and di88i(ult to 7or6 7it$ )i6e7ise,

intend to e more in.ol.ed in detailed online sur.e/s tat are tailored 8or de.eloping m/

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mplementer s6ills and muse on te results to etter m/sel8$ ma/ need to ire terapist

to assist me 7it m/ s6ill de.elopment$ esides simulation o8 prolems 8a(ed /

mplementer in a 7or6pla(e en.ironment tat is asso(iated 7it (on8li(t mitigation seems

to e a .iale plan o8 a(tion$ As a long term goal te su'e(t Cnitiating and Planning

Pro'e(tsD o88ered as ele(ti.e su'e(t at + -ni.ersit/ in m/ Graduate +ourse7or6 seems

to one m/ planning s6ills and inno.ate aspe(t$ As tis (ourse is asi(all/ aout ta6ing

initiation, eing inno.ati.e and planning di88erent aspe(ts and stages o8 real li8e pro'e(ts

7ere stud/ o8 in.ol.ement in (on8li(t situation is proale, it sould e a .er/ reasonale

de(ision$

'. Conclu#ion:

Tus, it (an e (on(luded tat (on8li(t is ine.itale and sould e ta6en in (onstru(ti.e

7a/ 7i( is ne(essar/ 8or gro7t$ Sour(es o8 (on8li(t sould e 7ell understood to

pre.ent te o((urren(e o8 (on8li(t and in (ase o8 8ailure to pre.ent tem, ne(essar/

negotiation strategies sould e e=er(ised ensuring 7in47in situation 7i( is a result o8

8un(tional (on8li(t$ Tomas %ilmann +on8li(t nstrument Mode and elin team in.entor/

are some o8 te assessment metods 7i( pro.ide a en(mar6 8or understanding te

attriutes asso(iated 7it indi.iduals and te results otained a8ter7ards sould e

le.eraged to understand 6e/ strengt and 7ea6ness in personalit/ so tat tis in8ormation

(an e used 8or indi.idual and organizational impro.ement ensuring proper (on8li(tmanagement and negotiation$

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Au4imer, M$ 2012, @Dialogue, conlict resolution, and c!ange" Arab-#ewis! encounters in

Israel$ , S-E Press$

Al.esson, M$ and illmott, >$ 2012, @%a&ing sense o management" A critical introduction;,Sage$

enders6/, +$ and >a/s $A$ 2012, @Status (on8li(t in groups;, 'rganiation cience, .ol$ *+

no. 2, pp$32343F0$

+arlopio, $ and Andre7arta, G$ 2012, @Developing management s&ills;, Pearson Australia$

+ondli88e, P$ 2012, @Conlict %anagement" a practical guide$, )e=ise=is utter7orts$

+ra.er, +$$ 2012, @ective legal negotiation and settlement$, )e=ise=is$

#aniels, S$?$ and al6er, G$$, 2001, @or6ing troug en.ironmental (on8li(t: Te

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#euts(, M$, +oleman, P$T$ and Mar(us, ?$+$ 2011, @T!e !andboo& o conlict resolution"

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Sanderson, >$ and Stir6, S$ 2012, @Creating erson-Centred 'rganisations$, )ondon: essi(a

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Appendi(


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Conflict and Negotiation for college assignment

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Transcript of Conflict and Negotiation for college assignment