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Organizational Conflict and Negotiation

13. C H A P T E R. T H I R T E E N. Organizational Conflict and Negotiation. Personal Orientations Toward Working with Others. Personal Orientation. Primary Concern. Own outcomes. Individualists. Others’ outcomes. Cooperators. Outperforming others. Competitors.

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Organizational Conflict and Negotiation

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  1. 13 C H A P T E R T H I R T E E N Organizational Conflict and Negotiation

  2. Personal Orientations Toward Working with Others Personal Orientation Primary Concern Own outcomes Individualists Others’ outcomes Cooperators Outperforming others Competitors Equality of outcomes Equalizers

  3. Collectivism, Individualism, and Cooperation Cooperative under a wide range of conditions Persons high in collectivism Cooperative only under some conditions (e.g., small groups, individual contributions readily visible) Persons high in individualism

  4. Conflict Defined The process in which one party perceives that its interests are being opposed or negatively affected by another party. P. Doyle. Ottawa Citizen

  5. Conflict Perceptions Manifest Conflict Conflict Outcomes Conflict Emotions The Conflict Process Sources of Conflict

  6. Task vs. Socioemotional Conflict • Task-related conflict • Conflict is aimed at issue, not parties • Basis of constructive controversy • Helps recognize problems, identify solutions, and understand the issues better • Socioemotional conflict • Conflict viewed as a personal attack • Foundation of conflict escalation • Leads to dissatisfaction, stress, and turnover

  7. Organizational Conflict Outcomes Potential benefits • Improves decision making • Strengthens team dynamics Dysfunctional outcomes • Diverts energy and resources • Encourages organizational politics • Encourages stereotyping • Weakens knowledge management © Photodisc. With permission.

  8. Sources of Conflict • Goals conflict with goals of others Goal Incompatibility Different Values and Beliefs • Different beliefs due to unique background, experience, training • Caused by specialized tasks, careers • Explains misunderstanding in cross-cultural and merger relations

  9. Pooled Resource A B C Sequential A B C Reciprocal A B C Sources of Conflict Goal Incompatibility Three levels of interdependence Different Values and Beliefs Task Interdependence

  10. Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence • Lack of opportunity • – reliance on stereotypes • Lack of ability • – arrogant communication heightens conflict perception • Lack of motivation • – conflict causes lower motivation to communicate, increases stereotyping Scarce Resources • Increases competition for resources to fulfill goals Ambiguity • Lack of rules guiding relations • Encourages political tactics Communication Problems

  11. Conflict Management Styles High Competing Collaborating Assertiveness Compromising Avoiding Accommodating High Low Cooperativeness

  12. Basic Styles of Resolving Conflict (high) Competition Collaboration Distribution Compromise (low) (high) Integration Avoidance Accommodation (low)

  13. Conflict Management Strategies 1. Emphasizing Superordinate Goals • Emphasizing common objectives rather than conflicting sub-goals • Reduces goal incompatibility and differentiation 2. Reducing Differentiation • Removing sources of different values and beliefs • Generalist careers and job rotation • Common dress code and status • Common work experiences

  14. 3. Communication and Understanding Employees understand and appreciate each other’s views through communication • Informal gatherings • Formal dialogue sessions • Relationship restructuring • Drum sessions

  15. Other Ways to Manage Conflict 4. Reduce Task Interdependence • Dividing shared resources • Combine tasks • Use buffers 5. Increase Resources • Duplicate resources 6. Clarify Rules and Procedures • Clarify resource distribution • Change interdependence G. Diggens. With permission.

  16. Initial Target Resistance Resistance Target Initial Bargaining Zone Model Your Positions Area of Potential Agreement Opponent’s Positions

  17. Situational Influences on Negotiation • Location • Physical Setting • Time Investment and Deadlines • Audience © Corel Corp. With permission.

  18. Effective Negotiator Behaviours • Plan and Set Goals • Gather Information • Communicate Effectively • Make Appropriate Concessions

  19. Third-Party Objectives Procedural Fairness Efficiency Third-Party Conflict Resolution Objectives Outcome Fairness Effectiveness

  20. Types of Third Party Intervention High Mediation Inquisition Level of Process Control Arbitration Low Level of Outcome Control High

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