konflik n negosiasi robbins ch 15 mhs

Chapter 15Chapter 15

Conflict and Negotiation

ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.All rights reserved.© 2005 Prentice Hall Inc.All rights reserved.

PowerPoint Presentationby Charlie Cook

PowerPoint Presentationby Charlie Cook

Conflict and Negotiation

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO: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

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N I

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B J

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© 2003 Prentice Hall Inc. All rights reserved. 14–1

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

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

7. Identify the five steps in the negotiatingprocess.

8. Describe cultural differences in negotiations.

L E

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N I

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B J

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cont

’d)


L E

A R

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cont

’d)

ConflictConflict

Conflict Defined– Is a process that begins when one party perceives that

another party has negatively affected, or is about tonegatively affect, something that the first party caresabout.

• Is that point in an ongoing activity when an interaction“crosses over” to become an interparty conflict.

– Encompasses a wide range of conflicts that peopleexperience in organizations

• Incompatibility of goals• Differences over interpretations of facts• Disagreements based on behavioral expectations


Conflict Defined– Is a process that begins when one party perceives that

another party has negatively affected, or is about tonegatively affect, something that the first party caresabout.

• Is that point in an ongoing activity when an interaction“crosses over” to become an interparty conflict.

– Encompasses a wide range of conflicts that peopleexperience in organizations

• Incompatibility of goals• Differences over interpretations of facts• Disagreements based on behavioral expectations

Transitions in Conflict ThoughtTransitions in Conflict Thought

Causes:• Poor communication• Lack of openness• Failure to respond to

employee needs

Traditional View of Conflict

The belief that all conflict is harmful and must beavoided.



employee needs


employee needs

Transitions in Conflict Thought (cont’d)Transitions in Conflict Thought (cont’d)

Human Relations View of Conflict

The belief that conflict is a natural and inevitableoutcome in any group.

Interactionist View of Conflict

The belief that conflict is not onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.


Interactionist View of Conflict

The belief that conflict is not onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.

Three Views of ConflictThree Views of Conflict

Traditional view– Assumed that conflict was bad and would always

have a negative impact on an organizationHuman relations view

– Argued that conflict was a natural and inevitableoccurrence in all organizations; rationalized theexistence of conflict and advocated its acceptance

Interactionist view– Encourages mangers to maintain ongoing

minimum level of conflict sufficient to keeporganizational units viable, self-critical, andcreative

May 4, 2006

LIS580-Spring

2006 6

Traditional view– Assumed that conflict was bad and would always

have a negative impact on an organizationHuman relations view

– Argued that conflict was a natural and inevitableoccurrence in all organizations; rationalized theexistence of conflict and advocated its acceptance

Interactionist view– Encourages mangers to maintain ongoing

minimum level of conflict sufficient to keeporganizational units viable, self-critical, andcreative

Prentice Hall, 2002

Functional versus Dysfunctional ConflictFunctional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports the goalsof the group and improves itsperformance.


Dysfunctional Conflict

Conflict that hindersgroup performance.

Managing ConflictManaging Conflict

Conflict defined– Perceived differences resulting in interference or

opposition Functional conflict

– Conflict over what best supports an organization’sgoals

Dysfunctional conflict– Conflict that prevents an organization from achieving

its goals

May 4, 2006

LIS580-Spring

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Conflict defined– Perceived differences resulting in interference or

opposition Functional conflict

– Conflict over what best supports an organization’sgoals

Dysfunctional conflict– Conflict that prevents an organization from achieving

its goals

Prentice Hall, 2002

Types of ConflictTypes of Conflict

Task Conflict

Conflicts over content andgoals of the work.

Relationship Conflict

Conflict based oninterpersonal relationships.


Relationship Conflict

Conflict based oninterpersonal relationships.

Process Conflict

Conflict over how work gets done.

Sources of ConflictSources of Conflict

Communication differences– Arising from semantic difficulties,

misunderstandings, and noise in thecommunication channels

Structural differences– Horizontal and vertical differentiation creates

problems of integration leading to disagreementsover goals, decision alternatives, performancecriteria, and resource allocations in organizations

Personal differences– Individual idiosyncrasies and personal value

systems create conflicts

May 4, 2006

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Communication differences– Arising from semantic difficulties,

misunderstandings, and noise in thecommunication channels

Structural differences– Horizontal and vertical differentiation creates

problems of integration leading to disagreementsover goals, decision alternatives, performancecriteria, and resource allocations in organizations

Personal differences– Individual idiosyncrasies and personal value

systems create conflicts

Prentice Hall, 2002

The Conflict ProcessThe Conflict Process


Stage I: Potential Opposition or IncompatibilityStage 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


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

Stage II: Cognition and PersonalizationStage II: Cognition and Personalization

Perceived ConflictAwareness by one or moreparties of the existence ofconditions that createopportunities for conflict toarise.

Felt ConflictEmotional involvement in aconflict creating anxiety,tenseness, frustration, orhostility.


Positive FeelingsPositive FeelingsPositive FeelingsPositive FeelingsNegative EmotionsNegative EmotionsNegative EmotionsNegative Emotions

Conflict DefinitionConflict DefinitionConflict DefinitionConflict Definition

Stage III: IntentionsStage III: Intentions

Intentions

Decisions to act in a given way.


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.

Dimensions of ConflictDimensions of Conflict

Based on work of Kenneth W. Thomas atthe Naval Postgraduate School GraduateSchool of Business and Public Policy

http://research.nps.navy.mil/cgi-bin/vita.cgi?p=display_vita&id=1023567855

Cooperativeness– The degree to which an individual will attempt to

rectify a conflict by satisfying the other person’sconcerns

Assertiveness– The degree to which an individual will attempt to

rectify the conflict to satisfy his or her ownconcerns

May 4, 2006

LIS580-Spring

2006 15

Based on work of Kenneth W. Thomas atthe Naval Postgraduate School GraduateSchool of Business and Public Policy

http://research.nps.navy.mil/cgi-bin/vita.cgi?p=display_vita&id=1023567855

Cooperativeness– The degree to which an individual will attempt to

rectify a conflict by satisfying the other person’sconcerns

Assertiveness– The degree to which an individual will attempt to

rectify the conflict to satisfy his or her ownconcerns

Prentice Hall, 2002

Dimensions of Conflict-Handling IntentionsDimensions of Conflict-Handling Intentions


Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnetteand L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3(Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

Stage III: Intentions (cont’d)Stage III: Intentions (cont’d)

Competing

A desire to satisfy one’s interests, regardless of theimpact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.


Collaborating

A situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.

Stage III: Intentions (cont’d)Stage III: Intentions (cont’d)

Accommodating

The willingness of one party in a conflict to place theopponent’s interests above his or her own.

Compromising

A situation in which each party to a conflict iswilling to give up something.


Compromising

A situation in which each party to a conflict iswilling to give up something.

Gaya manajemen konflik KolaborasiGaya manajemen konflik Kolaborasi

kerja sama: sama-sama menang. Mencoba mengadakanpertukaran informasi. Melihat sedalam mungkin semuaperbedaan dan mencari pemecahan yang disepakatisemua pihak

Gaya ini erat kaitan dengan metode memecahkanpersoalan dan paling efektif untk persoalan kompleks.

Gaya ini mendorong org berpikir kreatif. Motivatorpositif dalam sesi brainstorming atau problem solving.

Gaya ini tidak efektif untuk pihak yang tidak pny niatmenyelesaikan masalah atau bila wkt terbatas dan bisamenimbulkan kekecewaan karena logika danpertimbangan rasional sering dikalahkan oleh emosi

kerja sama: sama-sama menang. Mencoba mengadakanpertukaran informasi. Melihat sedalam mungkin semuaperbedaan dan mencari pemecahan yang disepakatisemua pihak

Gaya ini erat kaitan dengan metode memecahkanpersoalan dan paling efektif untk persoalan kompleks.

Gaya ini mendorong org berpikir kreatif. Motivatorpositif dalam sesi brainstorming atau problem solving.

Gaya ini tidak efektif untuk pihak yang tidak pny niatmenyelesaikan masalah atau bila wkt terbatas dan bisamenimbulkan kekecewaan karena logika danpertimbangan rasional sering dikalahkan oleh emosi


Beberapa ungkapanBeberapa ungkapan

“tampaknya ada perbedaan pendapat di sini, ari kita caribersama sumber perbedaan itu”

“sebaiknya kita ajak beberapa orang lagi dari departemenlain untuk bersama-sama mengupas pemecahannya”

“saya tidak peduli, terserah andalah” “anda ahlinya, apa pendapat anda?” “saya tidak peduli pendapat anda, kerjakan saja perintah

saya” “itu tidak jadi soal. Memang begitulah adanya” “saya usul sebaiknya hal ini kita simpan dul untuk

sementara” “saya belum mendapat semua informasi yang diperlukan,

akan ssaya hubungi anda begitu saya…” “kita semua harus bersedia memberi dan menerima jika kita

ingin bekerja sama.”

Dikutip dari: How to manage konflik Peg Pickering,2000

“tampaknya ada perbedaan pendapat di sini, ari kita caribersama sumber perbedaan itu”

“sebaiknya kita ajak beberapa orang lagi dari departemenlain untuk bersama-sama mengupas pemecahannya”

“saya tidak peduli, terserah andalah” “anda ahlinya, apa pendapat anda?” “saya tidak peduli pendapat anda, kerjakan saja perintah

saya” “itu tidak jadi soal. Memang begitulah adanya” “saya usul sebaiknya hal ini kita simpan dul untuk

sementara” “saya belum mendapat semua informasi yang diperlukan,

akan ssaya hubungi anda begitu saya…” “kita semua harus bersedia memberi dan menerima jika kita

ingin bekerja sama.”

Dikutip dari: How to manage konflik Peg Pickering,2000 15–20

Gaya manajemen konflik Mengikuti kemauanorng lainGaya manajemen konflik Mengikuti kemauanorng lain Placating, Menilai orang lain lebih tinggi dan memberikan

nilai rendah pada diri sendiri Berusaha menyembunyikan sejauh mungkin perbedaan

yang ada antara pihak terlibat Berusaha memuaskan kebutuhan orang lain dengan

mengorbankan hal yang sebenarnya penting bagi dirinyasendiri.

Gaya ini dapat memelihara hubungan yang baik, tp secaratak sadar mendorong org tuk perlakukan sy sekehendakhati anda

Berguna tuk pemimpin perusahaan yang tidak begitu yakinakan posisinya atau khawatir telah berbuat kesalahan.

Secara pasif menerima kekuasaan orang lain. Jika kekuasaan anda besar, gaya ini dapat berguna untuk

membangun kepercayaan dan rasa percaya diri pada pihaklain juga sebagai mekanisme melimpahkan wewenang

Placating, Menilai orang lain lebih tinggi dan memberikannilai rendah pada diri sendiri

Berusaha menyembunyikan sejauh mungkin perbedaanyang ada antara pihak terlibat

Berusaha memuaskan kebutuhan orang lain denganmengorbankan hal yang sebenarnya penting bagi dirinyasendiri.

Gaya ini dapat memelihara hubungan yang baik, tp secaratak sadar mendorong org tuk perlakukan sy sekehendakhati anda

Berguna tuk pemimpin perusahaan yang tidak begitu yakinakan posisinya atau khawatir telah berbuat kesalahan.

Secara pasif menerima kekuasaan orang lain. Jika kekuasaan anda besar, gaya ini dapat berguna untuk

membangun kepercayaan dan rasa percaya diri pada pihaklain juga sebagai mekanisme melimpahkan wewenang


Gaya manajemen konflik MenghindariGaya manajemen konflik Menghindari

Gaya ini tidak memberikan nilai yang tinggi padadirinya atau orang lain.

Ini gaya” jgn merusak suasana” Aspek gaya ini melemparkan masalah pada org lain

atau mengesampingkan masalah. Menarik diri darisituasi yang ada dan membiarkan orang lain untukmenyelesaikannya.

Bila persoalan tidak penting, ulur waktu dpatmendinginkan suasana

Gaya ini dpt menjengkelkan pihak lain krn harusmenunggu tuk dapat jawaban, tidak memberikankepuasan, sehingga konflik cenderung berlanjut

Pertanda dia tidak yakin dan perlu wkt tukmempelajari situasi itu. Pastikan ada tindakan nyatabila wktu telah tersedia

Gaya ini tidak memberikan nilai yang tinggi padadirinya atau orang lain.

Ini gaya” jgn merusak suasana” Aspek gaya ini melemparkan masalah pada org lain

atau mengesampingkan masalah. Menarik diri darisituasi yang ada dan membiarkan orang lain untukmenyelesaikannya.

Bila persoalan tidak penting, ulur waktu dpatmendinginkan suasana

Gaya ini dpt menjengkelkan pihak lain krn harusmenunggu tuk dapat jawaban, tidak memberikankepuasan, sehingga konflik cenderung berlanjut

Pertanda dia tidak yakin dan perlu wkt tukmempelajari situasi itu. Pastikan ada tindakan nyatabila wktu telah tersedia

15–22

Gaya manajemen konflik MendominasiGaya manajemen konflik Mendominasi

menonjolkan kemauan sendiri. Kepentinganorang lain tidak digubris.

Efektif bila keputusan perlu segera diambil ataujika persoalan yang dihadapi tidak penting.

Gaya ini didorong oleh keinginan menyelamatkandiri sendiri. “Lebih baik menembah drpdditembak”

Gaya mendominasi efektif bila ada perbedaanbesar dalam tingkat pengetahuan dimiliki.Kemampuan menyajikan fakta, menimbangpersoalan.

Gaya ini berlaku selama pny kekuasan dan hakdengan struktur hierarkis

menonjolkan kemauan sendiri. Kepentinganorang lain tidak digubris.

Efektif bila keputusan perlu segera diambil ataujika persoalan yang dihadapi tidak penting.

Gaya ini didorong oleh keinginan menyelamatkandiri sendiri. “Lebih baik menembah drpdditembak”

Gaya mendominasi efektif bila ada perbedaanbesar dalam tingkat pengetahuan dimiliki.Kemampuan menyajikan fakta, menimbangpersoalan.

Gaya ini berlaku selama pny kekuasan dan hakdengan struktur hierarkis


Gaya manajemen konflik KompromiGaya manajemen konflik Kompromi

Nilai gaya ini tidak tinggi dan tidak rendah,tergantung nilai kepentingan orang lain ataukepentingan diri sendiri.\

Gaya ini berorientasi jalan tengah, krn setiap orangpny sesuatu tuk ditawarkan dan tuk diterima

Efektif bila kedua pihak sama benar tetapimenghasilkan penyelesaian keliru bila bila salahsatu pihak salah

Efektif bila persoalan yang dihadapi kompleks ataubila kekuasaan berimbang.

Kompromi dpt berarti membagi perbedaan ataubertukar konsesi.Semua pihak jelas harus bersedia mengorbankansesuatu agar tercapai penyelesaian.

Nilai gaya ini tidak tinggi dan tidak rendah,tergantung nilai kepentingan orang lain ataukepentingan diri sendiri.\

Gaya ini berorientasi jalan tengah, krn setiap orangpny sesuatu tuk ditawarkan dan tuk diterima

Efektif bila kedua pihak sama benar tetapimenghasilkan penyelesaian keliru bila bila salahsatu pihak salah

Efektif bila persoalan yang dihadapi kompleks ataubila kekuasaan berimbang.

Kompromi dpt berarti membagi perbedaan ataubertukar konsesi.Semua pihak jelas harus bersedia mengorbankansesuatu agar tercapai penyelesaian.© 2005 Prentice Hall Inc. All rights reserved. 15–24

Keahlian negosiasi dan tawar menawar adalahpelengkap gaya kompromi.

Manfaat gaya ini kedua pihak didorong untukmencapai kesepakatan.

Perush akan kesulitan bila pekerja terdiri ataspihak yang menang dan yang kalah.

Gunakan gaya kompromi bila kerugian bagikedua pihak dapat ditekan sekecil-kecilnya

Keahlian negosiasi dan tawar menawar adalahpelengkap gaya kompromi.

Manfaat gaya ini kedua pihak didorong untukmencapai kesepakatan.

Perush akan kesulitan bila pekerja terdiri ataspihak yang menang dan yang kalah.

Gunakan gaya kompromi bila kerugian bagikedua pihak dapat ditekan sekecil-kecilnya


Stage IV: BehaviorStage IV: Behavior

Conflict Management

The use of resolution and stimulation techniques toachieve the desired level of conflict.


Stage IV: Conflict Resolution TechniquesStage IV: Conflict Resolution Techniques

• Problem solving• Superordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Authoritative command• Altering the human variable• Altering the structural variables





Stage IV: Conflict Stimulation TechniquesStage IV: Conflict Stimulation Techniques

• Communication• Bringing in outsiders• Restructuring the organization• Appointing a devil’s advocate




Conflict-Intensity ContinuumConflict-Intensity Continuum


E X H I B I T 14-3

Stage V: OutcomesStage 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 andchange

Creating Functional Conflict– Reward dissent and punish conflict avoiders.


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 andchange

Creating Functional Conflict– Reward dissent and punish conflict avoiders.

Stage V: OutcomesStage V: Outcomes

Dysfunctional Outcomes from Conflict– Development of discontent

– Reduced group effectiveness

– Retarded communication

– Reduced group cohesiveness

– Infighting among group members overcomes groupgoals


Dysfunctional Outcomes from Conflict– Development of discontent

– Reduced group effectiveness

– Retarded communication

– Reduced group cohesiveness

– Infighting among group members overcomes groupgoals

NegotiationNegotiation

Negotiation

A process in which two or more parties exchangegoods or services and attempt to agree on theexchange rate for them.


BATNA

The Best Alternative To aNegotiated Agreement; thelowest acceptable value(outcome) to an individualfor a negotiated agreement.

Bargaining StrategiesBargaining Strategies

Distributive Bargaining

Negotiation that seeks to divide up a fixed amountof resources; a win-lose situation.

Integrative Bargaining

Negotiation that seeks one or more settlements thatcan create a win-win solution.


Integrative Bargaining

Negotiation that seeks one or more settlements thatcan create a win-win solution.

NegotiationNegotiation

Negotiation defined– A process in which two or more parties who have

different preference must make a joint decisionand come to an agreement

Distributive bargaining– Negotiation under zero-sum conditions, in which

the gains by one party involve losses by the otherparty

Integrative bargaining– Negotiation in which there is at least one

settlement that involves no loss to either party

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Negotiation defined– A process in which two or more parties who have

different preference must make a joint decisionand come to an agreement

Distributive bargaining– Negotiation under zero-sum conditions, in which

the gains by one party involve losses by the otherparty

Integrative bargaining– Negotiation in which there is at least one

settlement that involves no loss to either party

Prentice Hall, 2002

How to Improve Your NegotiatingSkillsHow to Improve Your NegotiatingSkillsMistakes to avoid when negotiating:

– Neglecting the other side’s problems.– Letting price overwhelm other interests.– Searching too hard for common ground.– Failing to consider BANTRAs (best alternative to a

negotiated agreement).Negotiating Tactics (Using Leverage)

– Necessity– Desire– Competition– Time

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Mistakes to avoid when negotiating:– Neglecting the other side’s problems.– Letting price overwhelm other interests.– Searching too hard for common ground.– Failing to consider BANTRAs (best alternative to a

negotiated agreement).Negotiating Tactics (Using Leverage)

– Necessity– Desire– Competition– Time

G.Dessler, 2003

Staking Out the Bargaining ZoneStaking Out the Bargaining Zone


Distributive versus Integrative BargainingDistributive versus Integrative Bargaining


E X H I B I T 14-5

TheNegotiation

Process

TheNegotiation

Process


E X H I B I T 14-7

Third-Party NegotiationsThird-Party Negotiations

Mediator

A neutral third party who facilitates a negotiatedsolution by using reasoning, persuasion, andsuggestions for alternatives.


Conciliator

A trusted third party who providesan informal communication linkbetween the negotiator and theopponent.

Third-Party Negotiations (cont’d)Third-Party Negotiations (cont’d)

Consultant

An impartial third party, skilledin conflict management, whoattempts to facilitate creativeproblem solving throughcommunication and analysis.


Consultant

An impartial third party, skilledin conflict management, whoattempts to facilitate creativeproblem solving throughcommunication and analysis.

Third-Party Negotiations (cont’d)Third-Party Negotiations (cont’d)


Conflict and Unit PerformanceConflict and Unit Performance


Issues in NegotiationIssues 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 negotiatingprocesses.

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.


The Role of Personality Traits in Negotiation– Traits do not appear to have a significantly direct effect

on the outcomes of either bargaining or negotiatingprocesses.

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.

Why U.S. Managers Might Have Trouble in Cross-Cultural NegotiationsWhy U.S. Managers Might Have Trouble in Cross-Cultural Negotiations


E X H I B I T 14-8

The Strategy-Structure RelationshipThe Strategy-Structure Relationship

Strategy Structural Option

Innovation Organic: A loose structure; lowspecialization, low formalization,decentralized

Cost minimization Mechanistic: Tight control; extensivework specialization, high formalization,high centralization

Imitation Mechanistic and organic: Mix ofloose with tight properties; tightcontrols over current activities andlooser controls for new undertakings


E X H I B I T 15–9E X H I B I T 15–9

Strategy Structural Option

Innovation Organic: A loose structure; lowspecialization, low formalization,decentralized

Cost minimization Mechanistic: Tight control; extensivework specialization, high formalization,high centralization

Imitation Mechanistic and organic: Mix ofloose with tight properties; tightcontrols over current activities andlooser controls for new undertakings

Organization Structure: Its Determinants andOutcomesOrganization Structure: Its Determinants andOutcomes


Implicit Models ofOrganizational StructurePerceptions that people holdregarding structural variablesformed by observing things aroundthem in an unscientific fashion.

E X H I B I T 15–11E X H I B I T 15–11

konflik n negosiasi robbins ch 15 mhs

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