assistance needed b

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.

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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FIGURE 15.4 The PRAM Model of Negotiation

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• 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