1. 14 Conflict, Politics, Discipline, and Negotiation

2. 14-1. Define conflict. 14-2. Identify the three general sources of conflict. 14-3. List the five basic techniques for resolving conflict. Chapter Outcomes and Learning Objectives © 2016 Pearson Education, Inc.14-2

3. 14-4. Describe how a supervisor could stimulate conflict. 14-5. Define politicking. 14-6. Explain the existence of politics in organizations. Chapter Outcomes and Learning Objectives © 2016 Pearson Education, Inc.14-3

4. © 2016 Pearson Education, Inc.14-4 Chapter Outcomes and Learning Objectives 14-7. Define discipline and the four most common types of discipline problems. 14-8. List the typical steps in progressive discipline. 14-9. Contrast distributive and integrative bargaining.

5. Conflict - A process in which one party consciously interferes in the goal achievement efforts of another party © 2016 Pearson Education, Inc.14-5 Conflict

6. Exhibit 14-1, The positive role of conflict © 2016 Pearson Education, Inc.14-6

7. Communication differences - Problems in the communication process act to retard collaboration and stimulate misunderstanding Structural differentiation – Horizontal units (departments) and vertical levels (the organizational hierarchy) bring about efficiencies through specialization and coordination, but also produce the potential for structural conflicts © 2016 Pearson Education, Inc.14-7 Causes of Conflicts

8. Personal differences - Some personality types are attracted to each other, whereas some types just don’t mix © 2016 Pearson Education, Inc.14-8 Causes of Conflicts continued…

9. Conflict management - A method of identifying and resolving conflicts in a reasonable, equitable, and competent manner © 2016 Pearson Education, Inc.14-9 Managing Conflict

10. Avoidance - Intentionally keeping away from places, people, thoughts, feelings, or conversations related to a conflict situation Accommodation - A method of maintaining harmonious relationships by placing others’ needs and concerns above one’s own © 2016 Pearson Education, Inc.14-10 Conflict Resolution Techniques

11. Forcing - Attempting to satisfy one’s own needs at the expense of the other party Compromise - An approach to conflict that requires each party to give up something of value © 2016 Pearson Education, Inc.14-11 Conflict Resolution Techniques continued…

12. Collaboration - An approach to conflict in which all parties seek to satisfy their interests © 2016 Pearson Education, Inc.14-12 Conflict Resolution Techniques continued…

13. Exhibit 14-2, Basic techniques for resolving conflicts © 2016 Pearson Education, Inc.14-13

14. Exhibit 14-3, Choosing the appropriate resolution technique: A guideline © 2016 Pearson Education, Inc.14-14

15. Use Communication - You can use rumors and ambiguous messages to stimulate conflict in your department Bring in Outsiders - One method for shaking up a stagnant department is to bring in individuals whose backgrounds, values, attitudes, or personalities differ from those of present members © 2016 Pearson Education, Inc.14-15 Stimulating Conflict

16. Restructure the Department - Centralizing decisions, realigning workgroups, and increasing formalization are examples of structural devices that disrupt the status quo and act to increase conflict levels © 2016 Pearson Education, Inc.14-16 Stimulating Conflict continued…

17. Devil’s advocate - A person who purposely presents arguments that run counter to those proposed by the majority or against current practices Cognitive conflict – Focus on goal accomplishment. C-Type of conflict Affective conflict – Personal, emotional conflict. A-type of conflict © 2016 Pearson Education, Inc.14-17 Stimulating Conflict continued…

18. Politicking - The actions one can take to influence, or attempt to influence, the distribution of advantages and disadvantages within an organization © 2016 Pearson Education, Inc.14-18 Understanding Organizational Politics

19. Exhibit 14-5, Is it politics or effective supervision? © 2016 Pearson Education, Inc.14-19

20. Exhibit 14-6, Is a political action ethical? © 2016 Pearson Education, Inc.14-20

21. Culture - A set of unwritten norms that members of the organization accept and understand, and that guide their actions Status - A social rank or the importance one has in a group © 2016 Pearson Education, Inc.14-21 When You Should Play Politics

22. Discipline - Actions taken by supervisors to enforce an organization’s standards and regulations Verbal warning - A temporary record of a reprimand that a supervisor keeps © 2016 Pearson Education, Inc.14-22 The Disciplinary Process

23. Written warning - The first formal stage of the disciplinary procedure; the warning becomes part of an employee’s official personnel file Suspension - Time off without pay; this step is usually taken only if neither verbal nor written warnings have achieved desired results © 2016 Pearson Education, Inc.14-23 The Disciplinary Process continued…

24. Dismissal - Termination of employment © 2016 Pearson Education, Inc.14-24 The Disciplinary Process continued…

25. Exhibit 14-7, The discipline process © 2016 Pearson Education, Inc.14-25

26. Attendance - The most frequent disciplinary problems facing supervisors undoubtedly involve attendance On-the-Job Behaviors - Includes insubordination, horseplay, fighting, gambling, failure to use safety devices, carelessness, and alcohol and drug abuse © 2016 Pearson Education, Inc.14-26 Types of Discipline Problems

27. Dishonesty - Lying, cheating, or other aspects of dishonesty simply destroy an employee’s credibility Outside Activities - Included here are unauthorized strike activity, outside criminal activities, and working for a competing organization © 2016 Pearson Education, Inc.14-27 Types of Discipline Problems continued…

28. Paper trail - Documentary written evidence that documents an employee’s disciplinary issues over a given period of time © 2016 Pearson Education, Inc.14-28 Laying the Groundwork for Discipline

29. Progressive discipline - Begins with a verbal warning, and then proceeds through written reprimands, suspension, and finally dismissal “Hot stove” rule - A set of principles for effectively disciplining an employee that demonstrates the analogy between touching a hot stove and receiving discipline © 2016 Pearson Education, Inc.14-29 Progressive Discipline

30. Exhibit 14-8, The “hot stove” rule © 2016 Pearson Education, Inc.14-30

31. Employment at will - A legal doctrine that defines an employer’s rights to discipline or discharge an employee © 2016 Pearson Education, Inc.14-31 Employment Law

32. Wrongful discharge - Improper or unjust termination of an employee © 2016 Pearson Education, Inc.14-32 Employment Law continued…

33. Exhibit 14-9, Relevant factors determining the severity of penalties © 2016 Pearson Education, Inc.14-33

34. Negotiation - A process in which two or more parties who have different preferences and priorities must make a joint decision and come to an agreement Distributive bargaining - A negotiating process that operates under zero-sum conditions; any gain made is at the expense of the other person, and vice versa © 2016 Pearson Education, Inc.14-34 Negotiation

35. Exhibit 14-10, Staking out the bargaining zone, or settlement range © 2016 Pearson Education, Inc.14-35

36. Integrative bargaining - A negotiating process that operates under the assumption that there is at least one settlement that can create a win–win solution © 2016 Pearson Education, Inc.14-36 Negotiation continued…

37. Consider the Other Party’s Situation - Acquire as much information as you can about your opponent’s interests and goals Have a Concrete Strategy - Treat negotiation like a chess match Begin with a Positive Overture - Concessions tend to be reciprocated and lead to agreements © 2016 Pearson Education, Inc.14-37 Developing Effective Negotiation Skills

38. Address Problems, Not Personalities - Concentrate on the negotiation issues, not on the personal characteristics of your opponent Pay Little Attention to Initial Offers - Treat an initial offer as merely a point of departure Emphasize Win–Win Solutions - If conditions are supportive, look for an integrative solution © 2016 Pearson Education, Inc.14-38 Effective Negotiation Skills continued…

39. 14-1. Define conflict. 14-2. Identify the three general sources of conflict. 14-3. List the five basic techniques for resolving conflict. Chapter Summary © 2016 Pearson Education, Inc.14-39

40. 14-4. Describe how a supervisor could stimulate conflict. 14-5. Define politicking. 14-6. Explain the existence of politics in organizations. Chapter Summary continued… © 2016 Pearson Education, Inc.14-40

41. 14-7. Define discipline and the four most common types of discipline problems. 14-8. List the typical steps in progressive discipline. 14-9. Contrast distributive and integrative bargaining. Chapter Summary continued… © 2016 Pearson Education, Inc.14-41