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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

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2003 Prentice Hall Inc. All rights reserved. 142

AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:

1. Define conflict.

2. Differentiate between the traditional, human

relations, and interactionist views of conflict.

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.

LEA

R

NI

N

G

OB

JEC

TIV

ES

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AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:

7. Identify the five steps in the negotiating

process.

8. Describe cultural differences in negotiations.

LEA

RN

ING

OB

JEC

TIVE

S(contd)

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Transitions in Conflict Thought

Causes:

Poor communication

Lack of openness

Failure to respond toemployee needs

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Transitions in Conflict Thought (contd)

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Functional versus Dysfunctional Conflict

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Types of Conflict

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The Conflict Process

E X H I B I T 14-1

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Stage I: Potential Opposition or Incompatibility

Communication Semantic difficulties, misunderstandings, 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

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Stage II: Cognition and Personalization

Positive FeelingsNegative Emotions

Conflict Definition

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Stage III: Intentions

Cooperativeness:

Attempting to satisfythe other partysconcerns.

Assertiveness:

Attempting to satisfyones own concerns.

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Stage III: Intentions (contd)

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Stage III: Intentions (contd)

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Dimensions of Conflict-Handling Intentions

E X H I B I T 14-2

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Stage IV: Behavior

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Stage IV: Conflict Resolution Techniques

Problem solving

Superordinate goals

Expansion of resources

Avoidance

Smoothing

Compromise

Authoritative command Altering the human variable

Altering the structural variables

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Stage IV: Conflict Stimulation Techniques

Communication

Bringing in outsiders

Restructuring the organization

Appointing a devils advocate

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Conflict-Intensity Continuum

E X H I B I T 14-3

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Stage V: Outcomes

Functional Outcomes from Conflict

Increased group performance

Improved quality of decisions

Stimulation of creativity and innovation

Encouragement of interest and curiosity

Provision of a medium for problem-solving

Creation of an environment for self-evaluation andchange

Creating Functional Conflict

Reward dissent and punish conflict avoiders

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Stage V: Outcomes (contd)

Dysfunctional Outcomes from Conflict

Development of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness

Infighting among group members overcomes groupgoals

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Negotiation

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Bargaining Strategies

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Distributive versus Integrative Bargaining

E X H I B I T 14-5

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Staking Out the Bargaining Zone

E X H I B I T 14-6

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The

Negotiation

Process

E X H I B I T 14-7

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Issues in Negotiation

The Role of Personality Traits in Negotiation

Traits do not appear to have a significantly direct effecton the outcomes of either bargaining or negotiatingprocesses.

Gender Differences in Negotiations

Women negotiate no differently from men, althoughmen apparently negotiate slightly better outcomes.

Men and women with similar power bases use thesame negotiating styles.

Womens attitudes toward negotiation and theirsuccess as negotiators are less favorable than mens.

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Third-Party Negotiations

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Third-Party Negotiations (contd)

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Why U.S. Managers Might Have Trouble in Cross-

Cultural Negotiations

E X H I B I T 14-8

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E X H I B I T

Conflict and Unit Performance

14-9a

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