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Organizational Behavior: Conflict and Negotiation
Organizational Behavior: Conflict and Negotiation
Organizational Behavior
14th Edition
Conflict
Conflict and
and Negotiation
Negotiation
Kelli J. Schutte
William Jewell College
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-1
Behavior, 14e
Chapter
Chapter Learning
Learning Objectives
Objectives
After studying this chapter, you should be able to:
– Define conflict.
– Differentiate between the traditional, resolution focused, and
interactionist views of conflict.
– Outline the conflict process.
– Define negotiation.
– Contrast distributive and integrative bargaining.
– Apply the five steps in the negotiation process.
– Show how individual differences influence negotiations.
– Assess the roles and functions of third-party negotiations.
– Describe cultural differences in negotiations.
Relationship Conflict
– Conflict based on interpersonal relationships
– Almost always DYSFUNCTIONAL
Process Conflict
– Conflict over how work gets done
– Low levels of this type are FUNCTIONAL
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-7
Behavior, 14e
The
The Conflict
Conflict Process
Process
We will focus on each step in a moment…
E X H I B I T 14-1
E X H I B I T 14-1
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-8
Behavior, 14e
Stage
StageI:I:Potential
PotentialOpposition
Oppositionor
orIncompatibility
Incompatibility
Communication
– Semantic difficulties, misunderstandings, over communication 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
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-9
Behavior, 14e
Stage
Stage II:
II: Cognition
Cognition and
and Personalization
Personalization
Important stage for two reasons:
1. Conflict is defined
• Perceived Conflict
– Awareness by one or more parties of the existence of
conditions that create opportunities for conflict to arise
Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and
Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. Arrows added. Used with permission.
E X H I B I T 14-2
E X H I B I T 14-2
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-11
Behavior, 14e
Stage
Stage IV:
IV: Behavior
Behavior
Conflict Management
– The use of resolution and stimulation techniques to achieve
the desired level of conflict
Conflict-Intensity Continuum
Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93–
97; and F. Glasi, “The Process of Conflict Escalation and the Roles of Third Parties,” in G.B.J. Bomers and R. Peterson (eds.), Conflict Management
and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 119–40.
E X H I B I T 14-3
E X H I B I T 14-3
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-12
Behavior, 14e
Conflict
Conflict Management
Management Techniques
Techniques
Conflict Resolution Conflict Stimulation
Techniques Techniques
– Problem solving – Bringing in outsiders
– Superordinate goals – Communication
– Expansion of resources – Restructuring the
– Avoidance organization
– Smoothing – Appointing a devil’s
– Compromise advocate
– Authoritative command
– Altering the human
variable
– Altering the structural
variables
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp.
59–89
SEE E X H I B I T 14-4
SEE E X H I B I T 14-4
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational
Behavior, 14e 14-13
Stage
Stage V:
V: Outcomes
Outcomes
Functional Dysfunctional
– Increased group – Development of discontent
performance
– Reduced group
– Improved quality of effectiveness
decisions
– Retarded communication
– Stimulation of creativity
and innovation – Reduced group
cohesiveness
– Encouragement of interest
and curiosity – Infighting among group
members overcomes group
– Provision of a medium for goals
problem solving
Managing Functional
– Creation of an environment
for self-evaluation and Conflict
change – Reward dissent and punish
conflict avoiders
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-14
Behavior, 14e
Negotiation
Negotiation
Negotiation (Bargaining)
– A process in which two or more parties exchange goods or
services and attempt to agree on the exchange rate for them
Two General Approaches:
– 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
Distributive
SEE E X H I B I T 14-5
SEE E X H I B I T 14-5
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-16
Behavior, 14e
The
The Negotiation
Negotiation Process
Process
BATNA
– The Best Alternative
To a Negotiated
Agreement
– The lowest acceptable
value (outcome) to an
individual for a
negotiated agreement
E X H I B I T 14-7
E X H I B I T 14-7
Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-17
Behavior, 14e
Individual
IndividualDifferences
Differencesin
inNegotiation
NegotiationEffectiveness
Effectiveness
Personality Traits
– Extroverts and agreeable people are weaker at distributive
negotiation; disagreeable introverts are best
– Intelligence is a weak indicator of effectiveness
Mood and Emotion
– Ability to show anger helps in distributive bargaining
– Positive moods and emotions help integrative bargaining
Gender
– Men and women negotiate the same way, but may
experience different outcomes