Conflict

&
Negotiation

PRESENTED BY
ARCHANA PANDEY
 Contents-

 Conflict resolution
 Five conflict management
 Negotiation
 Negotiation and individual
 Claim settlement method
 Effective negotiation -guideline
 Cross cultural negotiation
 Conclusion
 Reference





APPROACHES TO CONFLICT
MANAGEMENT

1. Emphasising super ordinate goals

Super ordinate goal —an organisational goal

common to all employees

common objective held by conflicting
parties that are more important than the
sources of conflict
Re-focus from departmental or individual goals
to super ordinate goals

APPROACHES TO CONFLICT
MANAGEMENT
2. Reducing differentiation
• Move employees around to different jobs,
departments and regions
Other ways to reduce differentiation

common dress code and status

develop common work experiences
APPROACHES TO CONFLICT
MANAGEMENT
3. Improving communication and
understanding
Communication is important in conflict

management
Increase interaction
meetings, social events
Team-building activities

APPROACHES TO CONFLICT
MANAGEMENT


4. Reducing task interdependence

a. Divide resources—divide the shared
resource
b. Combine tasks—job enrichment—assigns
work of several people into one person

APPROACHES TO CONFLICT
MANAGEMENT
5. Increasing resources
Costly, but sometimes has more benefit in
reduced conflict
6. Clarifying rules and procedures

Establish clear rules for allocating resources

reduces interdependence
reduces need for direct contact between
parties
Five conflict management Styles
Concern for Others

High Collaboration Accommodative

Comprom
ise

Low Competitive Avoiding

High Low
Concern for Self
Conflict management styles

1. Collaborating


Combines assertiveness and cooperativeness

Try to resolve conflict through problem-solving
Enough trust and openness to share
information so they can find a mutually
beneficial solution

Conflict management
styles
2. Avoiding
Smoothing over or avoiding conflict
Appropriate to use when:

a. problem is trivial

b. temporary tactic to cool down heated
disputes
(Short-term OK, creates frustration in long-term)


Conflict management
styles
3. Competing
Trying to win the conflict at the other’s
expense—strong win–lose orientation
Appropriate to use when:

a. you are correct

b. a quick solution is required



Conflict management
styles
4. Accommodating
Giving in to the other side’s wishes, little or no
attention to one’s own interests
Appropriate to use when:

a. you are wrong

b. other party has substantially more power
c. issue is less important to you than to other
party



Conflict management
styles
5. Compromising
Reaching a middle ground—willing to give up
something for something else
Appropriate to use when:

a. parties have equal power

b. time pressure to settle differences

Negotiating

Negotiation: “A give-and-take decision-making process

involving interdependent parties with different preferences.”

Distributive negotiation: Single issue; ; win-lose.



Integrative negotiation: More than one issue; win-win.


Negotiation and individual
personalities

1) Autocratic managers- They hold a view

that they are going to get what they want.
2) Acc0mmodating managers- These type of
manager are concerned with what others
want.
Claims settlement method

 A primary goal in any claim situation is to

maintain control ,one aspect is often
controllable is the choice of this method.
 1) Negotiation- most claims begin with
negotiation.


2. Mediator


A neutral third party who facilities a

negotiated solution by using reasoning,
suggestions and alternatives.



Cont…….
Arbitration- it is a legal procedure ,required by
contract or mutually agreed by both parties.
Litigation- It is usually the final recourse as a
settlement method .

Effective negotiation-guidelines
 Consider the other party situation

 Have a plan

 Begin with a positive attitude

 Address problems not the personalities

 Emphasis on win-win solution

 Create a climate of trust

© Corel Corp. With permission.
 Adapt to cultural differences


 Cultural differences in
negotiations

A cross cultural negotiation occurs when the



parties involved belong to different cultures

where they do not share feelings.


Japanese negotiators communicate indirectly

and adapt their behavior to the situation.
Chinese think that negotiation is a never ending
process.
North Americans don’t like cross cultural
negotiations.
Latin Americans are emotional .they are
arguementive and impulsive in nature.

Conclusion-



Competition ,collaboration, compromise,

avoidance, accommodation are the popular
conflict resolution style.
Negotiation occurs in a process of conflict
resolution.
References-
Organizational behavior - K Aswathappa
Organizational behavior- Robbins
www.wikipedia.com


Thank-
you……….
Questions