ch14conjshdflictnegotiation 090625120124 phpapp02 copy
TRANSCRIPT
![Page 1: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/1.jpg)
ORGANIZATIONAL BEHAVIOR -‘CONFLICTS’
![Page 2: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/2.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–2
Points to be covered:
1. Definition of conflict.2. Differentiate between the traditional, human
relations, and interactionist views of conflict.3. Understanding types of conflicts.4. Outline the conflict process.5. Describe the five conflict-handling intentions.
![Page 3: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/3.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–3
How do you view a Conflict?
Causes:• Poor communication• Lack of openness• Failure to respond to
employee needs
![Page 4: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/4.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–4
Transitions in Conflict Thought (cont’d)
![Page 5: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/5.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–5
Functional versus Dysfunctional Conflict
![Page 6: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/6.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–6
Types of Conflict
![Page 7: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/7.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–7
The Conflict Process
E X H I B I T 14-1
![Page 8: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/8.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–8
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
![Page 9: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/9.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–9
Stage II: Cognition and Personalization
Positive FeelingsPositive FeelingsNegative EmotionsNegative Emotions
Conflict DefinitionConflict Definition
![Page 10: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/10.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–10
Stage III: Intentions
Cooperativeness:• Attempting to satisfy
the other party’s concerns.
Assertiveness:• Attempting to satisfy
one’s own concerns.
![Page 11: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/11.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–11
Stage III: Intentions (cont’d)
![Page 12: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/12.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–12
Stage III: Intentions (cont’d)
![Page 13: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/13.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–13
Dimensions of Conflict-Handling Intentions
E X H I B I T 14-2
![Page 14: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/14.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–14
Stage IV: Behavior
![Page 15: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/15.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–15
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
![Page 16: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/16.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–16
Stage IV: Conflict Stimulation Techniques
• Communication• Bringing in outsiders• Restructuring the organization• Appointing a devil’s advocate
![Page 17: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/17.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–17
Conflict-Intensity Continuum
E X H I B I T 14-3
![Page 18: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/18.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–18
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
![Page 19: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/19.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–19
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
![Page 20: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/20.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–20
E X H I B I T
Conflict and Unit Performance
14-9a
![Page 21: Ch14conjshdflictnegotiation 090625120124 Phpapp02 Copy](https://reader036.vdocuments.us/reader036/viewer/2022081521/577ccf3a1a28ab9e788f35a5/html5/thumbnails/21.jpg)
© 2003 Prentice Hall Inc. All rights reserved. 14–21
Conflict and Unit Performance (cont’d) E X H I B I T 14-9b