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Unit – 5 CHAPTER - 16
Conflict Management
MBA 12 ORGANIZATIONAL
BEHAVIOUR - 1
Delivered By,
Dr. S. Gokula Krishnan, PhD.,
Associate Professor – OB, HR & Data Analytics,
Nehru School of Management,
Nehru College of Engineering & Research Centre.
E-mail : [email protected]
Discussions on
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM2
Definition of Conflict
Transitions in Conflict Thought
Conflict Process
Conflict Management Techniques
Negotiation
Bargaining Strategies
The Negotiation Process
Reference:
Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15th ed., p. 477-502
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Definition of Conflict
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM3
Conflict A 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.
Transitions in ConflictThought
The Traditional View of Conflict The belief that all
conflict is harmful and must be avoided
The Interactionist View of Conflict The belief that
conflict is not only a positive force in a group but also an
absolute necessity for a group to perform effectively.
Resolution-FocusedView of Conflict
Conflict Process
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM4
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Conflict Management Techniques
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM5
Negotiation
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM6
Negotiation as a process that occurs when two or more parties
decide how to allocate scarce resources
Bargaining Strategies
Distributive bargaining Negotiation that seeks to divide up a fixed amount
of resources; a win–lose situation
Integrative bargaining Negotiation that seeks one or more settlements that
can create a win–win solution
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Dr. S. GOKULA KRISHNAN, Associate Professor @NSM7
The Negotiation Process
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM8
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END OF THE CHAPTER
