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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,2007 Prentice Hall Inc.All rights reserved.,冲突,冲突的定义,一种过程，当一方感觉到另一方对自己关心的事情产生不利影响或将要产生不利影响时，这种过程就开始了。描述了从相互作用变成相互冲突时所进行的各种活动。,包括了在组织中人们经历的各种各样的冲突,目标不一致,对事实的解释存在分歧,对行为预期的不一致,2007 Prentice Hall Inc.All rights reserved.,冲突观念的变迁,原因：,沟通不良,人们之间缺乏坦诚和信任,管理者对员工的需要 和抱负缺乏敏感性,传统观点,冲突是有害的，是应该避免的。,2007 Prentice Hall Inc.All rights reserved.,冲突观念的变迁,人际关系观点,对于所有群体和组织来说，冲突都是与生俱来的。,相互作用观点,融洽、和平、安宁、合作的组织容易变得静止、冷漠并对变革与革新的反应迟钝。,2007 Prentice Hall Inc.All rights reserved.,功能正常,的与功能失调的冲突,功能正常的冲突,有利于群体目标实现、提高群体绩效的冲突。,功能失调的冲突,阻碍群体的工作绩效,的冲突。,(,消极的,),(,积极的,),2007 Prentice Hall Inc.All rights reserved.,冲突的类型,任务冲突,与工作的内容和目标有关。,关系冲突,着重于人际间的关系。,过程冲突,指向工作如何完成。,2007 Prentice Hall Inc.All rights reserved.,冲突的过程,E X H I B I T 151,2007 Prentice Hall Inc.All rights reserved.,阶段,1,：潜在的对立或失调,沟通,语义理解上的困难，误解，以及沟通通道中的“噪音”。,结构,群体规模、群体成员分配的任务的具体化程度,管辖范围的清晰度,员工与目标之间的匹配性,领导风格,奖励系统,群体间相互依赖的程度,个人,价值系统的差异,人格类型,2007 Prentice Hall Inc.All rights reserved.,阶段,2,：认知和人格化,正面情感,负面情绪,冲突的定义,知觉冲突,一方或多方意识到产生冲突的条件存在。,情感冲突,冲突中卷入了情绪，造成焦虑、紧张、挫折或敌对感。,2007 Prentice Hall Inc.All rights reserved.,阶段,3,：行为意向,合作性：,一方愿意满足另一方愿望的程度,自我肯定性,:,一方愿意满足自己愿望的程度,行为意向,以某种特定方式从事活动的决策。,2007 Prentice Hall Inc.All rights reserved.,冲突处理的行为意向,的维度,E X H I B I T 15-2,Source:,K.Thomas,“Conflict and Negotiation Processes in Organizations,”in M.D.Dunnette and 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.,2007 Prentice Hall Inc.All rights reserved.,阶段,3,：行为意向,竞争,寻求自我利益的满足，而不考虑冲突对另一方的影响。,协作,冲突双方均希望满足各方利益。,回避,逃避或抑制 冲突。,2007 Prentice Hall Inc.All rights reserved.,阶段,3,：行为意向,迁就,一方为了安抚对方，愿意把对方的利益放在自己的利益之上。,折衷,冲突各方都寻求放弃某些东西，从而共同分享 利益。,2007 Prentice Hall Inc.All rights reserved.,阶段,4,：行为,冲突管理,运用解决方法和激励技术使冲突达到理想水平。,2007 Prentice Hall Inc.All rights reserved.,冲突强度的连续体,E X H I B I T 153,Source:,Based on S.P.Robbins,Managing Organizational Conflict:A Nontraditional Approach,(Upper Saddle River,NJ:Prentice Hall,1974),pp.9397;and F.Glasi,“The Process of Conflict Escalation and the Roles of Third Parties,”in G.B.J.Bomers and R.Peterson(eds.),Conflict Management and Industrial Relations,(Boston:Kluwer-Nijhoff,1982),pp.11940.,2007 Prentice Hall Inc.All rights reserved.,冲突管理技术,解决冲突的技术,问题解决,提出一个更高目标,资源拓宽,回避,缓和,折衷,权威命令,改变个人因素改变结构因素,E X H I B I T 154,Source:,Based on S.P.Robbins,Managing Organizational Conflict:A Nontraditional Approach,(Upper Saddle River,NJ:Prentice Hall,1974),pp.5989,2007 Prentice Hall Inc.All rights reserved.,冲突管理技术,解决冲突的技术,运用沟通,引进外人,重新建构组织,任命一名吹毛求疵者,E X H I B I T 154(contd),Source:,Based on S.P.Robbins,Managing Organizational Conflict:A Nontraditional Approach,(Upper Saddle River,NJ:Prentice Hall,1974),pp.5989,2007 Prentice Hall Inc.All rights reserved.,阶段,5,：结果,功能正常的结果,提高群体工作绩效,提高决策质量,激发革新与创造,调动群体成员的兴趣与爱好,提供一种渠道使问题公开化、消除紧张,鼓励自我评估和变革的环境,创造功能正常的冲突,奖励异议与惩罚冲突回避,2007 Prentice Hall Inc.All rights reserved.,阶段,5,：结果,功能失调的结果,带来了不满,群体绩效下降,沟通迟滞,群体凝聚力降低,群体成员之间明争暗斗,2007 Prentice Hall Inc.All rights reserved.,谈判,谈判,双方或多方互相交换产品或服务，并试图对他们之间的交换比率达成协议的过程。,BATNA,谈判理论,达成谈判协议的最佳选择方案；,某人为通过达成谈判协议可接受的最低值或结果。,2007 Prentice Hall Inc.All rights reserved.,谈判策略,综合谈判,寻求一种能得到双赢结果的处理办法。,分配谈判,对于一份固定大小的利益谁应分得多少进行协商，在零和条件下操作。,2007 Prentice Hall Inc.All rights reserved.,分配谈判与综合谈判,E XHIBIT 15-5,Bar
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