ORGANIZATIONAL BEHAVIOR S 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

AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: Define conflict. Differentiate between the traditional, human relations, and interactionist views of conflict. Contrast task, relationship, and process conflict. Outline the conflict process. Describe the five conflict-handling intentions. Contrast distributive and integrative bargaining. L E A R N I N G O B J E C T I V E S © 2003 Prentice Hall Inc. All rights reserved.

AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: Identify the five steps in the negotiating process. Describe cultural differences in negotiations. L E A R N I N G O B J E C T I V E S (cont’d) © 2003 Prentice Hall Inc. All rights reserved.

Transitions in Conflict Thought Causes: Poor communication Lack of openness Failure to respond to employee needs © 2003 Prentice Hall Inc. All rights reserved.

Transitions in Conflict Thought (cont’d) © 2003 Prentice Hall Inc. All rights reserved.

Functional versus Dysfunctional Conflict © 2003 Prentice Hall Inc. All rights reserved.

Types of Conflict © 2003 Prentice Hall Inc. All rights reserved.

The Conflict Process 14-1 E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

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 © 2003 Prentice Hall Inc. All rights reserved.

Stage II: Cognition and Personalization Conflict Definition Positive Feelings Negative Emotions © 2003 Prentice Hall Inc. All rights reserved.

Stage III: Intentions Cooperativeness: Attempting to satisfy the other party’s concerns. Assertiveness: Attempting to satisfy one’s own concerns. © 2003 Prentice Hall Inc. All rights reserved.

Stage III: Intentions (cont’d) © 2003 Prentice Hall Inc. All rights reserved.

Stage III: Intentions (cont’d) © 2003 Prentice Hall Inc. All rights reserved.

Dimensions of Conflict-Handling Intentions 14-2 E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

Stage IV: Behavior © 2003 Prentice Hall Inc. All rights reserved.

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 © 2003 Prentice Hall Inc. All rights reserved.

Stage IV: Conflict Stimulation Techniques Communication Bringing in outsiders Restructuring the organization Appointing a devil’s advocate © 2003 Prentice Hall Inc. All rights reserved.

Conflict-Intensity Continuum 14-3 E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

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 and change Creating Functional Conflict Reward dissent and punish conflict avoiders © 2003 Prentice Hall Inc. All rights reserved.

Stage V: Outcomes (cont’d) Dysfunctional Outcomes from Conflict Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals © 2003 Prentice Hall Inc. All rights reserved.

Negotiation © 2003 Prentice Hall Inc. All rights reserved.

Bargaining Strategies © 2003 Prentice Hall Inc. All rights reserved.

Distributive versus Integrative Bargaining 14-5 E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

Staking Out the Bargaining Zone 14-6 E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

The Negotiation Process 14-7 E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

Issues in Negotiation The Role of Personality Traits in Negotiation Traits do not appear to have a significantly direct effect on the outcomes of either bargaining or negotiating processes. Gender Differences in Negotiations Women negotiate no differently from men, although men apparently negotiate slightly better outcomes. Men and women with similar power bases use the same negotiating styles. Women’s attitudes toward negotiation and their success as negotiators are less favorable than men’s. © 2003 Prentice Hall Inc. All rights reserved.

Third-Party Negotiations © 2003 Prentice Hall Inc. All rights reserved.

Third-Party Negotiations (cont’d) © 2003 Prentice Hall Inc. All rights reserved.

Why U.S. Managers Might Have Trouble in Cross-Cultural Negotiations 14-8 E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

Conflict and Unit Performance E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.

Conflict and Unit Performance (cont’d) 14-9b E X H I B I T © 2003 Prentice Hall Inc. All rights reserved.