Chapter 10

Conflict and Negotiation

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
OBJECTIVES
After studying this chapter,
you should be able to:

1. Define conflict.
2. Differentiate between the traditional, human
relations, and interactionist views of conflict.
LEARNING

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.

© 2005 Prentice Hall Inc. All rights reserved. 14–2

O B J E C T I V E S (cont’d)
After studying this chapter,
you should be able to:

7. Identify the five steps in the negotiating

process.
8. Describe cultural differences in negotiations.
LEARNING

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 Conflict
 Conflict Defined
– Adalah suatu proses yang dimulai ketika satu pihak
menganggap bahwa pihak lain telah mempengaruhi
secara negatif, atau akan mempengaruhi secara
negatif, sesuatu yang dipedulikan oleh pihak pertama..
– Encompasses a wide range of conflicts that people
experience in organizations.
• Ketidakcocokan tujuan
• Perbedaan atas interpretasi fakta
• Ketidaksepakatan berdasarkan ekspektasi perilaku

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 Transitions in Conflict Thought

Traditional View of Conflict

Keyakinan bahwa semua konflik berbahaya dan
harus dihindari.

Causes:
• Komunikasi yang buruk
• Kurangnya keterbukaan
• Kegagalan untuk
menanggapi kebutuhan
karyawan.

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 Transitions in Conflict Thought (cont’d)

Human Relations View of Conflict

Keyakinan bahwa konflik adalah hasil yang alami
dan tak terhindarkan dalam kelompok mana pun.

Interactionist View of Conflict

Keyakinan bahwa konflik tidak
hanya merupakan kekuatan positif
dalam suatu kelompok tetapi juga
mutlak diperlukan bagi suatu
kelompok untuk bekerja secara
efektif.

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 Functional versus Dysfunctional Conflict

Functional Conflict
Conflict that supports the goals
of the group and improves its
performance.

Dysfunctional Conflict
Conflict that hinders
group performance.

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 Types of Conflict

Task Conflict
Conflicts over content and
goals of the work.

Relationship Conflict
Conflict based on
interpersonal relationships.

Process Conflict
Conflict over how work gets done.

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 The Conflict Process

E X H I B I T 14–1

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 Conflict Management Techniques

Conflict Resolution Techniques

• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance (penghindaran)
• Smoothing
• Compromise
• Authoritative command
Source: Based on S. P. Robbins,
• Altering the human variable Managing Organizational Conflict:
A Nontraditional Approach (Upper
Saddle River, NJ: Prentice Hall,

• Altering the structural variables 1974), pp. 59–89

E X H I B I T 14–4

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 Conflict Management Techniques

Conflict Resolution Techniques

• Communication
• Bringing in outsiders
• Restructuring the organization

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional E X H I B I T 14–4 (cont’d)

Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
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 Negotiation

Negotiation
A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them.

BATNA
The Best Alternative To a
Negotiated Agreement;.

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 Bargaining Strategies

Distributive Bargaining
Negotiation and a win-lose situation.

Integrative Bargaining
Negotiation that seeks one or more settlements that
can create a win-win solution.

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 The
Negotiation
Process

E X H I B I T 14–7

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 Third-Party Negotiations

Mediator
A neutral third party who facilitates a negotiated
solution by using reasoning, persuasion, and
suggestions for alternatives.

Arbitrator
A third party to a negotiation
who has the authority to
dictate an agreement.

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 Third-Party Negotiations (cont’d)

Conciliator
A trusted third party who provides an informal
communication link between the negotiator and the
opponent.

Consultant
An impartial third party, skilled
in conflict management, who
attempts to facilitate creative
problem solving through
communication and analysis.

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