14 CONFLICT, POLITICS, DISCIPLINE, and NEGOTIATION Supervision Today! Appraisal, Safety, Negotiation, Change, and labor Relations CONFLICT, POLITICS, DISCIPLINE, and NEGOTIATION 14 Supervision Today! 7th Edition Stephen Robbins David DeCenzo Robert Wolter

Chapter outcomes Define conflict. Identify the three general sources of conflict. List the five basic techniques for resolving conflict. Describe how a supervisor could stimulate conflict. Define politicking. Explain the existence of politics in organizations. Define discipline and the four most common types of discipline problems. List the typical steps in progressive discipline. Contrast distributive and integrative bargaining. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Conflict A process in which one party consciously interferes in the goal-achievement efforts of another party Natural phenomenon of organizational life Members have different goals Scarce resources Diverse viewpoints Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

The positive role of conflict. EXHIBIT 14–1 The positive role of conflict. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Where do conflicts come from? Communication differences Structural differentiation Personal differences Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Basic techniques for resolving conflicts. EXHIBIT 14–2 Basic techniques for resolving conflicts. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Choosing the appropriate resolution technique: a guideline. EXHIBIT 14–3 Choosing the appropriate resolution technique: a guideline. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

How do you stimulate conflict? Use communication Bring in outsiders Restructure the department Appoint a devil’s advocate Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Six steps to resolve conflict Identify problem ownership Research and reflect Select an alternative to follow Rehearse Meet to resolve the issue Follow through and follow up Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

EXHIBIT 14–4 An affirmative answer to any of these questions suggests the need for conflict stimulation. Source: Adapted from S. P. Robbins, “ ‘Conflict Management’ and ‘Conflict Resolution’ Are Not Synonymous Terms,” California Management Review (Winter 1978), p. 71. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Is it politics or effective supervision? EXHIBIT 14–5 Is it politics or effective supervision? Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Is a political action ethical? EXHIBIT 14–6 Is a political action ethical? Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Playing politics Before you consider political options remember to evaluate the situation Your organizational culture The power of others Your own power Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

The discipline process. EXHIBIT 14–7 The discipline process. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Types of discipline problems Attendance On-the-job behaviors Dishonesty Outside activities Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Groundwork for discipline Action should be perceived as fair and reasonable Provide advance notice Conduct a proper investigation Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Progressive discipline Action that begins with a verbal warning, and then proceeds through… Written reprimands Suspension And finally, in the most serious cases, dismissal. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

EXHIBIT 14–8 The “hot stove” rule. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Relevant factors determining the severity of penalties. EXHIBIT 14–9 Relevant factors determining the severity of penalties. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Bargaining Strategies Distributive Process that operates under zero-sum conditions Integrative Process that operates under the assumption there is at least one settlement that creates a win-win solution Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Staking out the bargaining zone, or settlement range. EXHIBIT 14–10 Staking out the bargaining zone, or settlement range. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

The essence of effective negotiation Consider the other party’s situation Have a concrete strategy Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasize win-win solutions Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved