Unit 3 3 1 - Organizational Behavior - Lecture - Conflict and Negotiations - Prof B Lusk

7/26/2019 Unit 3 3 1 - Organizational Behavior - Lecture - Conflict and Negotiations - Prof B Lusk

1/20

CONFLICT

and Negotiation


2/20

2

Confict

Confict Dened Is a process that begins when one party

perceives that another party has negativelyaected or is abo!t to negatively aect

so"ething that the rst party cares abo!t# Is ca!sed beca!se$

Inco"patibility o% goals

Dierences over interpretations o% %acts

Disagree"ents based on behaviorale&pectations


3/20

'

Transitions in ConfictTho!ght

Causes:

Poor communication

Lack of openness

Failure to respond toemployee needs

Causes:

Poor communication

Lack of openness

Failure to respond toemployee needs

Traditional View of Conflict

The belie% that all confict is har"%!l and "!stbe avoided#


4/20

(

Transitions in Confict Tho!ght )cont*d+

Human Relations View of Conflict

The belie% that confict is a nat!ral andinevitable o!tco"e in any gro!p#

Interactionist View of Conflict

The belie% that confict is notonly a positive %orce in agro!p b!t that it is absol!telynecessary %or a gro!p toper%or" eectively#


5/20

,

F!nctional vers!s Dys%!nctional Confict

Functional Conflict

Confict that s!pports thegoals o% the gro!p andi"proves its per%or"ance#

Dysfunctional Conflict

Confict that hindersgro!p per%or"ance#


6/20

-

Types o% Confict

Task ConflictConficts over contentand goals o% the wor.#

Relationship Conflict

Confict based oninterpersonalrelationships#

Process Conflict

Confict over how wor. getsdone#


7/20

/

The Confict 0rocess

! H I " I T #$%#


8/20

1

tage I$ 0otential Opposition or Inco"patibility

Co""!nication e"antic di3c!lties "is!nderstandings and 4noise5

tr!ct!re

i6e and speciali6ation o% 7obs

8!risdictional clarity9a"big!ity

:e"ber9goal inco"patibility Leadership styles )close or participative+

;eward syste"s )win


9/20

>

tage II$ Cognition and 0ersonali6ation

Positi&e Feelin's(e'ati&e motions

Conflict Definition

Percei&ed Conflict?wareness by one or"ore parties o% thee&istence o% conditionsthat create opport!nities

%or confict to arise#

Felt Conflict@"otional involve"ent ina confict creating an&ietytenseness %r!stration orhostility#


10/20

AB

tage III$ Intentions

Cooperati&eness:

)ttemptin' to satisfy the other party*sconcerns+

)sserti&eness:

)ttemptin' to satisfy one*s own concerns+

Cooperati&eness:

)ttemptin' to satisfy the other party*sconcerns+

)sserti&eness: )ttemptin' to satisfy one*s own concerns+

Intentions

Decisions to act in a given way#


11/20

AA

Di"ensions o% Confict


12/20

A2

tage III$ Intentions )cont*d+

Competin'

? desire to satis%y one*s interests regardlesso% the i"pact on the other party to theconfict#

Colla-oratin'

? sit!ation in which the parties to a conficteach desire to satis%y %!lly the concerns o% allparties#

)&oidin'

The desire to withdraw %ro" or s!ppress aconfict#


13/20

A'

tage III$ Intentions )cont*d+

)ccommodatin'

The willingness o% one party in a confict to placethe opponent*s interests above his or her own#

Compromisin'

? sit!ation in which each party to aconfict is willing to give !p so"ething#


14/20

A(

tage I=$ ehavior

Conflict .ana'ementThe !se o% resol!tion and sti"!lationtechniE!es to achieve the desired level o%confict#


15/20

A,

Confict :anage"ent TechniE!es

Conflict Resolution Techni/ues

Pro-lem sol&in'

0uperordinate 'oals 1-i''erpicture2

3pansion of resources

)&oidance

0moothin'

Compromise )uthoritati&e command

)lterin' the human &aria-le

)lterin' the structural &aria-les

Conflict Resolution Techni/ues Pro-lem sol&in'

0uperordinate 'oals 1-i''erpicture2

3pansion of resources )&oidance

0moothin'

Compromise

)uthoritati&e command

)lterin' the human &aria-le

)lterin' the structural &aria-les ! H I " I T #$%$

Source: 1ased on 2. P. 3o44ins,

Managing Organizational Conflict:

A Nontraditional Approach #5--er

2addle 3i&er, N6) Prentice "all,

+78$, --. 9/


16/20

A-

Confict :anage"ent TechniE!es


Communication

"rin'in' in outsiders

Restructurin' the or'ani4ation

)ppointin' a de&il*s ad&ocate


Communication

"rin'in' in outsiders

Restructurin' the or'ani4ation )ppointin' a de&il*s ad&ocate

! H I " I T #$%$ 1cont*d2Source: 1ased on 2. P. 3o44ins, Managing Organizational Conflict: A Nontraditional

Approach #5--er 2addle 3i&er, N6) Prentice "all, +78$, --. 9/


17/20

A/

tage =$ O!tco"es

F!nctional O!tco"es %ro" Confict

Increased gro!p per%or"ance

I"proved E!ality o% decisions

ti"!lation o% creativity and innovation

@nco!rage"ent o% interest and c!riosity

0rovision o% a "edi!" %or proble"


18/20

A1

tage =$ O!tco"es

Dys%!nctional O!tco"es %ro"Confict

Develop"ent o% discontent

;ed!ced gro!p eectiveness

;etarded co""!nication

;ed!ced gro!p cohesiveness

Inghting a"ong gro!p "e"bersoverco"es gro!p goals


19/20

A>

Negotiation

(e'otiation? process in which two or "ore partiese&change goods or services and atte"pt toagree on the e&change rate %or the"#

")T()

The Best Alternative Toa NegotiatedAgree"ent the lowestacceptable val!e)o!tco"e+ to anindivid!al %or a

negotiated agree"ent#


20/20

2B

argaining trategies

Distri-uti&e "ar'ainin'Negotiation that see.s to divide !p a &eda"o!nt o% reso!rces a win

Unit 3 3 1 - Organizational Behavior - Lecture - Conflict and Negotiations - Prof B Lusk

Documents

Transcript of Unit 3 3 1 - Organizational Behavior - Lecture - Conflict and Negotiations - Prof B Lusk