Chapter 14 CONFLICT, NEGOTIATION, DISCIPLINE, and POLITICS

2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. 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.

3 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Conflict A process in which one party consciously interferes in the goal achieving efforts of another party Natural phenomenon of organizational life Members have different goals Scarce resources Diverse viewpoints

4 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–1 The positive role of conflict.

5 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Where do conflicts come from? Communication differences Structural differentiation Personal differences

6 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–2 Basic techniques for resolving conflicts.

7 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–3 Choosing the appropriate resolution technique: a guideline.

8 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. How do you stimulate conflict? Use communication Bring in outsiders Restructure the department Appoint a devil’s advocate

9 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Six steps to resolve conflict 1. Identify problem ownership 2. Research and reflect 3. Select an alternative to follow 4. Rehearse 5. Meet to resolve the issue 6. Follow through and follow up

10 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 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.

11 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–5 Is it politics or effective supervision?

12 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–6 Is a political action ethical?

13 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 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

14 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–7 The discipline process.

15 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Types of discipline problems Attendance On-the-job behaviors Dishonesty Outside activities

16 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Groundwork for discipline Provide advance notice Conduct a proper investigation

17 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 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.

18 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–8 The “hot stove” rule.

19 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–9 Relevant factors determining the severity of penalties.

20 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 14–10 Staking out the bargaining zone, or settlement range.

21 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 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