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Conflict&Negotiation

Conflict&Negotiation

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Published by: christinneo on Mar 04, 2009
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05/10/2014

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1
Chapter
11
Managing Conflictand Negotiation
Conflict: A ModernPerspective
Types of Conflict
Managing Conflict
Negotiation
Conflict Management andNegotiation: A Contingency Approach
Conflict
Conflict
One party perceives its interests are beingopposed or set back by another party
14-2
 McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
 
2
The Relationship between Conflict Intensity andOutcomes
LowModerateIntensityHighToo littleconflict AppropriateconflictToo muchconflictNegativeNeutralPositive
     O      u      t     c     o     m    e      s 
14-3
Figure 14-1
 McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
 
Functional vs. Dysfunctional Conflict
Functional Conflict
serves organization’sinterests
DysfunctionalConflict
threatensorganization’s interests
14-4
 McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
 
3
 Antecedents of Conflict
Incompatible personalities or value systems
Overlapping or unclear job boundaries
Competition for limited resources
Interdepartment/intergroupcompetition
Inadequate communication
Inderdependenttasks
Organizational complexity
14-5
 McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
 
 Antecedents of Conflict Cont.
Unreasonable or unclear policies, standards, orrules
Unreasonable deadlines or extreme timepressure
Collective design making
Decision making by consensus
Unmet expectations
Unresolved or suppressed conflicts
14-6
 McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

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