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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,13-,*,Copyright 2010 Pearson Education, Inc.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,13-,*,Copyright 2010 Pearson Education, Inc.,Essentials of,Organizational Behavior,10/e,Stephen P. Robbins & Timothy A. Judge,Chapter 13,Conflict and Negotiations,Essentials of Chapter 13,After studying this chapter, you should be able to:,Define,conflict,and differentiate between the traditional, human relations, and interactionist views of conflict.,Outline the conflict process.,Contrast distributive and integrative bargaining.,Apply the five steps of the negotiation process.,Show how individual differences influence negotiations.,Describe cultural differences in negotiations.,After studying this chapter, y,Conflict Defined,Process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.,Conflict DefinedProcess that b,Transitions in Conflict Thought,Traditional View,All conflict is harmful and must be avoided,Human Relations View,Conflict is a natural and inevitable outcome in any group and need not be negative,Interactionist View,Conflict is encouraged to prevent group from becoming stale,Transitions in Conflict Though,Functional Vs. Dysfunctional Conflict,Functional: improves group performance,Dysfunctional: hinders group performance,Assessing Focus of Conflict:,Task work content and goals,Relationship interpersonal,Process how the work is done,Functional Vs. Dysfunctional,Desired Conflict Levels,Source of Conflict,Level of Conflict,Low,Moderate,High,Task,Functional,Dysfunctional,Relationship,Dysfunctional,Process,Functional,Dysfunctional,Desired Conflict LevelsSource,The Conflict Process,The Conflict Process,Stage I: Potential Opposition,Communication,Barriers Exist,Too Much or Too Little,Structure,Group Size, Age, Diversity,Organizational Rewards, Goals, Group Dependency,Personal Variables,Personality Types,Emotionality,Stage I: Potential Opposition,Stage II: Cognition and Personalization,Potential for conflict is actualized,Parties “make sense” of conflict by defining it and its potential solutions,Emotions play a major role in shaping perceptions,Perceived Conflict, awareness needed for actualization,Felt Conflict,- emotional involvement - parties experience anxiety, tension, frustration, or hostility,Stage II: Cognition and Person,Stage III: Intentions,The decision to act in a given way,Inferred (often erroneous) intentions may cause greater conflict,Stage III: Intentions The deci,Stage IV: Behavior,Where conflict becomes visible,Usually overt attempts to implement each partys intentions,May become an inadvertent stimulus due to miscalculations or unskilled enactments,Functional Conflicts,: confined to lower range of continuum subtle, indirect, and highly controlled,Dysfunctional Conflicts,: upper range highly destructive activities such as strikes and riots,Stage IV: BehaviorWhere confli,Stage V: Outcomes,Functional:,Improves decision quality,Stimulates creativity and innovation,Encourages interest and curiosity,Problems are aired,Accepts change and self-evaluation,Dysfunctional:,Group is less effective,Cohesiveness and communications are reduced,Leads to the destruction of the group,Stage V: Outcomes Functional:,Creating Functional Conflict,Managers can reward dissent and punish conflict avoiders,Managers must learn to accept bad news without sending cues that conflict is unacceptable,Creating Functional ConflictMa,Negotiation,Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them,NegotiationProcess in which tw,Bargaining Strategies,Bargaining Strategies,Distributive Bargaining Zones,Player,A,Player,B,Bs Resistance Point,As Resistance Point,Bs Target Point,As Target Point,Bs Aspiration Range,As Aspiration Range,Settlement Range,Distributive Bargaining ZonesP,Necessary Conditions for Integrative Bargaining,Parties must be open with information and candid about their concerns,Both parties must be sensitive regarding the others needs,Parties must be able to trust each other,Both parties must be willing to be flexible,Necessary Conditions for Integ,The Negotiation Process,BATNA,The Negotiation ProcessBATNA,Individual Differences in Negotiation,Personality,Little evidence to support,Disagreeable introvert is best,Moods & Emotions,Showing anger helps in distributive negotiations,Positive moods help integrative negotiations,Gender,Men are slightly better,Many stereotypes low power positions,Womens self-image as negotiators is poor,Individual Differences in Nego,Global Implications,Conflict and Culture:,Insufficient research at this point,Initial evidence does suggest some differences in tactics and attitude,Cultural Differences in Negotiations:,Negotiating styles clearly vary across national cultures,Global ImplicationsConflict an,Implications for Managers: Managing Conflict,Use in the appropriate situations:,Competition, quick action is vital,Collaboration, to gain commitment with consensus,Avoidance, the issue is trivial,Accommodation, when youre wrong,Compromise, opponents have equal power and hold mutually exclusive goals,Implications for Managers: Man,Implications for Managers: Improving Negotiation Skills,Set Ambitious Goals,Pay Little Attention to Initial Offers,Research Your Opponent,Address the Problem, Not the Personalities,Be Creative - Emphasize Win-Win Solutions,Implications for Managers: Imp,Keep in Mind,Conflict is an inherent part of organizational life: probably necessary for optimal organizational function,Task conflict is the most constructive,Most effective negotiators use both types of bargaining and know the appropriate tactics,Keep in MindConflict is an in,Summary,Defined,conflict,and differentiated between the traditional, human relations, and interactionist views of conflict.,Outlined the conflict process.,Contrasted distributive and integrative bargaining.,Applied the five steps of the negotiation process.,Showed how individual differences influenced negotiations.,Described cultural differences in negotiations.,SummaryDefined conflict and di,All rights reserved. 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