Ch.14 Conflict

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
PowerPoint Presentation by Charlie Cook
2003 Prentice Hall Inc. All rights reserved. 142
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
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

(
c
o
n
t
d
)
Transitions in Conflict Thought
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
Transitions in Conflict Thought (contd)
Transitions in Conflict Thought (contd)
Functional versus Dysfunctional Conflict
Functional versus Dysfunctional Conflict
Types of Conflict
Types of Conflict
The Conflict Process
The Conflict Process
E X H I B I T 14-1
Stage I: Potential Opposition or Incompatibility
Stage I: Potential Opposition or Incompatibility
Communication
Semantic difficulties, misunderstandings, and noise
Structure
Size and specialization of jobs
J urisdictional 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 Personalization
Stage II: Cognition and Personalization
Positive Feelings
Positive Feelings Positive Feelings
Negative Emotions
Negative Emotions Negative Emotions
Conflict Definition
Conflict Definition Conflict Definition
Stage III: Intentions
Stage III: Intentions
Cooperativeness:
Attempting to satisfy
the other partys
concerns.
Assertiveness:
ones own concerns.
Cooperativeness:
the other partys
concerns.
Assertiveness:
ones own concerns.
Stage III: Intentions (contd)
Dimensions of Conflict-Handling Intentions
Dimensions of Conflict-Handling Intentions
E X H I B I T 14-2
Stage IV: Behavior
Stage IV: Behavior
Stage IV: Conflict Resolution Techniques
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
Stage IV: Conflict Stimulation Techniques
Stage IV: Conflict Stimulation Techniques
Communication
Bringing in outsiders
Restructuring the organization
Appointing a devils advocate
Communication
Bringing in outsiders
Restructuring the organization
Appointing a devils advocate
Conflict-Intensity Continuum
Conflict-Intensity Continuum
E X H I B I T 14-3
Stage V: Outcomes
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
Stage V: Outcomes (contd)
Stage V: Outcomes (contd)
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes group
goals
Negotiation
Negotiation
Bargaining Strategies
Bargaining Strategies
Distributive versus Integrative Bargaining
Distributive versus Integrative Bargaining
E X H I B I T 14-5
Staking Out the Bargaining Zone
Staking Out the Bargaining Zone
E X H I B I T 14-6
The
Negotiation
Process
The
Negotiation
Process
E X H I B I T
14-7
Issues in Negotiation
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.
Womens attitudes toward negotiation and their
success as negotiators are less favorable than mens.
Third-Party Negotiations
Third-Party Negotiations
Third-Party Negotiations (contd)
Third-Party Negotiations (contd)
Why U.S. Managers Might Have Trouble in Cross-
Cultural Negotiations
Why U.S. Managers Might Have Trouble in Cross-
Cultural Negotiations
E X H I B I T
14-8
E X H I B I T
Conflict and Unit Performance
Conflict and Unit Performance
14-9a
Conflict and Unit Performance (contd)
Conflict and Unit Performance (contd) E X H I B I T 14-9b

Ch.14 Conflict

Transféré par

Informations du document

Description originale:

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Ch.14 Conflict

Transféré par

Droits d'auteur :

Formats disponibles

ORGANIZATIONAL BEHAVIOR

Vous aimerez peut-être aussi