1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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