assistance needed b
please see attachment
7 months ago 6
questionsrequested2.docx
griffin_OB_11e_PPT_Ch15.pdf
questionsrequested2.docx
You are to make-up a 16-question multiple choice quiz for each of the chapters (8 questions from each of the 2 chapters for the day we are studying). You are to have 4 answers for each question (A, B, C, & D). You will need to give me the answer to each question and the page number where you found it.
griffin_OB_11e_PPT_Ch15.pdf
1. Define and discuss the nature of conflict in organizations.
2. Identify and describe the common forms and causes of
conflict.
3. Discuss the most frequent reactions to conflict in
organizations.
4. Describe how conflict can be managed.
5. Define negotiation in organizations and discuss its
underlying processes.
15–2 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Learning Objectives After studying this chapter you should be able to:
15–3
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Nature of Conflict in Organizations
• Conflict
–A process resulting in the perceptions of two parties
that they are working in opposition to each other in
ways that result in feelings of discomfort and/or
animosity
15–4 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 15.1 The Nature of Organizational Conflict
15–5
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Common Forms of Conflict
Task
Conflict
Relationship
Conflict
Legal
Conflict
Process
Conflict
15–6
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Common Causes of Conflict
Causes of
Conflict
Interpersonal
Conflict
Intergroup Conflict
Conflict between
Organization and
Environment
Task
Interdependence
15–7
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Task Interdependence
Types of Task
Interdependence
Pooled
Interdependence
Sequential
Interdependence
Reciprocal
Interdependence
15–8
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Common Reactions to Conflict
Avoidance
Competition
Collaboration Compromise
Accommodation
15–9 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 15.2 Five Types of Reactions to Conflict
15–10
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Reactions to Conflict
Reactions to conflict can
be differentiated by:
Importance of each party’s
goals to that party
Compatibility of each
party’s goals to the goals
of the other party
15–11
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Conflict
• Managers must know:
–When to stimulate and when to resolve conflict
in order to avoid potentially disruptive effects
–That both too little and too much conflict can be
dysfunctional
15–12
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Conflict (cont’d)
• Stimulating Conflict
–The creation and constructive use of conflict
by a manager
• Conflict Resolution
–A managed effort to reduce or eliminate
harmful conflict
• Superordinate Goal
–The goal of the overall organization which
is more important to the well-being of the
organization and its members than the more
specific goals of the conflicting parties
15–13 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 15.3 Conflict Management Alternatives
15–14
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Conflict (cont’d)
The
Managerial
Hierarchy
Task
Forces
Rules and
Procedures
Liaison
Roles
Using Structure to
Manage Conflict
15–15
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Conflict (cont’d)
Interpersonal
Techniques to
Manage Conflict
Team
Building
Survey
Feedback
Third-Party
Peacemaking
Negotiated
Conflict
Management
15–16
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Negotiation in Organizations
• Negotiation
–The process in which two or more parties (people or
groups) reach agreement on an issue even though
they have different preferences regarding that issue
Approaches to
Negotiations
Individual Differences
Situational Characteristics
Game Theory
Cognitive Approaches
15–17
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Negotiation in Organizations (cont’d)
• Approaches to Negotiations
–Situational Characteristics:
• The context within which negotiation takes place
• Types of communication between negotiators
• Potential outcomes of the negotiation
• Relative power of the parties
• Time frame available for negotiation
• Number of people representing each side
• Presence of other parties
15–18
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Negotiation in Organizations (cont’d)
• Approaches to Negotiation (cont’d)
–Game Theory
• Uses mathematical models to predict the outcome of
negotiation situations
• Assumes that negotiators are always rational
–Cognitive Approaches
• Recognize that negotiators often depart from perfect
rationality during negotiation
• Try to predict how and when negotiators will make these
departures
15–19
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Negotiation in Organizations (cont’d)
• Win-Win Negotiation
–The PRAM Model
• Proper planning
• Building relationships
• Getting agreements
• Maintaining relationships
15–20 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 15.4 The PRAM Model of Negotiation
15–21 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
• After reading the chapter:
–How does organizational culture affect how conflict is
resolved in an organization?
–Which technique to manage conflict could be used to
explain President Reagan’s phrase “trust but verify”?
Organizational Behavior in Action
questionsrequested2.docx
You are to make-up a 16-question multiple choice quiz for each of the chapters (8 questions from each of the 2 chapters for the day we are studying). You are to have 4 answers for each question (A, B, C, & D). You will need to give me the answer to each question and the page number where you found it.
griffin_OB_11e_PPT_Ch15.pdf
1. Define and discuss the nature of conflict in organizations.
2. Identify and describe the common forms and causes of
conflict.
3. Discuss the most frequent reactions to conflict in
organizations.
4. Describe how conflict can be managed.
5. Define negotiation in organizations and discuss its
underlying processes.
15–2 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Learning Objectives After studying this chapter you should be able to:
15–3
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Nature of Conflict in Organizations
• Conflict
–A process resulting in the perceptions of two parties
that they are working in opposition to each other in
ways that result in feelings of discomfort and/or
animosity
15–4 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 15.1 The Nature of Organizational Conflict
15–5
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Common Forms of Conflict
Task
Conflict
Relationship
Conflict
Legal
Conflict
Process
Conflict
15–6
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Common Causes of Conflict
Causes of
Conflict
Interpersonal
Conflict
Intergroup Conflict
Conflict between
Organization and
Environment
Task
Interdependence
15–7
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Task Interdependence
Types of Task
Interdependence
Pooled
Interdependence
Sequential
Interdependence
Reciprocal
Interdependence
15–8
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Common Reactions to Conflict
Avoidance
Competition
Collaboration Compromise
Accommodation
15–9 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 15.2 Five Types of Reactions to Conflict
15–10
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Reactions to Conflict
Reactions to conflict can
be differentiated by:
Importance of each party’s
goals to that party
Compatibility of each
party’s goals to the goals
of the other party
15–11
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Conflict
• Managers must know:
–When to stimulate and when to resolve conflict
in order to avoid potentially disruptive effects
–That both too little and too much conflict can be
dysfunctional
15–12
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Conflict (cont’d)
• Stimulating Conflict
–The creation and constructive use of conflict
by a manager
• Conflict Resolution
–A managed effort to reduce or eliminate
harmful conflict
• Superordinate Goal
–The goal of the overall organization which
is more important to the well-being of the
organization and its members than the more
specific goals of the conflicting parties
15–13 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 15.3 Conflict Management Alternatives
15–14
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Conflict (cont’d)
The
Managerial
Hierarchy
Task
Forces
Rules and
Procedures
Liaison
Roles
Using Structure to
Manage Conflict
15–15
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Conflict (cont’d)
Interpersonal
Techniques to
Manage Conflict
Team
Building
Survey
Feedback
Third-Party
Peacemaking
Negotiated
Conflict
Management
15–16
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Negotiation in Organizations
• Negotiation
–The process in which two or more parties (people or
groups) reach agreement on an issue even though
they have different preferences regarding that issue
Approaches to
Negotiations
Individual Differences
Situational Characteristics
Game Theory
Cognitive Approaches
15–17
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Negotiation in Organizations (cont’d)
• Approaches to Negotiations
–Situational Characteristics:
• The context within which negotiation takes place
• Types of communication between negotiators
• Potential outcomes of the negotiation
• Relative power of the parties
• Time frame available for negotiation
• Number of people representing each side
• Presence of other parties
15–18
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Negotiation in Organizations (cont’d)
• Approaches to Negotiation (cont’d)
–Game Theory
• Uses mathematical models to predict the outcome of
negotiation situations
• Assumes that negotiators are always rational
–Cognitive Approaches
• Recognize that negotiators often depart from perfect
rationality during negotiation
• Try to predict how and when negotiators will make these
departures
15–19
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Negotiation in Organizations (cont’d)
• Win-Win Negotiation
–The PRAM Model
• Proper planning
• Building relationships
• Getting agreements
• Maintaining relationships
15–20 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 15.4 The PRAM Model of Negotiation
15–21 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
• After reading the chapter:
–How does organizational culture affect how conflict is
resolved in an organization?
–Which technique to manage conflict could be used to
explain President Reagan’s phrase “trust but verify”?
Organizational Behavior in Action
- Cognitive Psychology
- Assignment 4: Employment Law Case Brief
- Sociology Paper.
- CIS/290
- comment tania
- Sexual Disconnect
- Evaluating Assessment Instruments
- Check Description for Question "intercultural management" 2 parts
- Consider your current organization that you are working for or the one you have worked for in the past. Suppose you are charged with a systems analysis project within your department and you decide to use the traditional methods of requirements gathering,
- rewriting help