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8/11/2019 Ch.14 Conflict
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ORGANIZATIONAL BEHAVIORS 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 CookPowerPoint Presentation by Charlie Cook
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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.
LEA
R
NI
N
G
OB
JEC
TIV
ES
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AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
7. Identify the five steps in the negotiating
process.
8. Describe cultural differences in negotiations.
LEA
RN
ING
OB
JEC
TIVE
S(contd)
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Transitions in Conflict Thought
Transitions in Conflict Thought
Causes:
Poor communication
Lack of openness
Failure to respond toemployee needs
Causes:
Poor communication
Lack of openness
Failure to respond toemployee needs
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Transitions in Conflict Thought (contd)
Transitions in Conflict Thought (contd)
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Functional versus Dysfunctional Conflict
Functional versus Dysfunctional Conflict
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Types of ConflictTypes of Conflict
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The Conflict ProcessThe Conflict Process
E X H I B I T 14-1
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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
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Stage II: Cognition and PersonalizationStage II: Cognition and Personalization
Positive FeelingsPositive FeelingsPositive FeelingsNegative EmotionsNegative EmotionsNegative Emotions
Conflict DefinitionConflict DefinitionConflict Definition
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Stage III: IntentionsStage III: Intentions
Cooperativeness:
Attempting to satisfythe other partysconcerns.
Assertiveness:
Attempting to satisfyones own concerns.
Cooperativeness:
Attempting to satisfythe other partysconcerns.
Assertiveness:
Attempting to satisfyones own concerns.
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Stage III: Intentions (contd)Stage III: Intentions (contd)
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Stage III: Intentions (contd)Stage III: Intentions (contd)
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Dimensions of Conflict-Handling IntentionsDimensions of Conflict-Handling Intentions
E X H I B I T 14-2
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Stage IV: BehaviorStage IV: Behavior
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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
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command Altering the human variable
Altering the structural variables
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Stage IV: Conflict Stimulation TechniquesStage 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
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Conflict-Intensity ContinuumConflict-Intensity Continuum
E X H I B I T 14-3
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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
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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 groupgoals
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NegotiationNegotiation
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Bargaining StrategiesBargaining Strategies
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Distributive versus Integrative BargainingDistributive versus Integrative Bargaining
E X H I B I T 14-5
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Staking Out the Bargaining ZoneStaking Out the Bargaining Zone
E X H I B I T 14-6
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The
Negotiation
Process
The
Negotiation
Process
E X H I B I T 14-7
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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, althoughmen apparently negotiate slightly better outcomes.
Men and women with similar power bases use thesame negotiating styles.
Womens attitudes toward negotiation and theirsuccess as negotiators are less favorable than mens.
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Third-Party NegotiationsThird-Party Negotiations
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Third-Party Negotiations (contd)Third-Party Negotiations (contd)
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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
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E X H I B I T
Conflict and Unit PerformanceConflict and Unit Performance
14-9a
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Conflict and Unit Performance (contd)Conflict and Unit Performance (contd) E X H I B I T 14-9b