MGMT 3000 (Organizational Behavior) Ch 12
Md
chapter_12_for_printing1.pptxMichael A. Hitt
C. Chet Miller
Adrienne Colella
Chapter 12
conflict, negotiation,
power, and politics
Conflict
Process in which one party perceives that its interests are being opposed or negatively affected by another party.
Nature of Conflict
Dysfunctional
Detrimental to organization’s goals
Interferes with performance
Functional
Beneficial to organization’s goals
Results benefit individuals
Effects of Conflict
Adapted from Exhibit 12-1: Effects of Conflict
Individuals
Anger
Embarrassment
Behavior
Reduces motivation and productivity
Interpersonal Relationships
Distrust
Questioning other’s intentions
Hostility
Frustration
Stress
Guilt
Low job satisfaction
Avoid people
Emotional venting
Threats
Aggression
Quitting
Absenteeism
Biases perceptions
Stereotype
Increases commitment to one’s position
Demonizing others
Misunderstandings
Inability to see other’s perspective
Changes attitudes toward others
Changes in the amount of power
Changes in the quality and amount of communication
Personal
Substantive
Procedural
Personal differences between people
Examples;
goals
values
personalities
Involves work content and task goals
Involving responsibilities and how work should be done
Types of Conflict
Effects of Types of Conflict on Task Performance
Adapted from Exhibit 12-2: The Effects of Different Types of Conflict on Task Performance
Degree of Conflict
Task Performance
High
Low
Low
High
Substantive Conflict
Personal Conflict
Procedural Conflict
Causes of Conflict Structural
Increased Specialization
Interdependency
Physical Layout
Centralization versus Decentralization
CAUSES OF CONFLICT COMMUNICATION
Too Little…
Don’t understand other’s intentions
Coordination becomes difficult
Misunderstandings occur
Too Much…
Can create misunderstanding
CAUSES OF CONFLICT COGNITIVE FACTORS
Differing Expectations
Jobs
Careers
Managerial actions
Others?
Perceptions of Others
Intentions are;
harmful
violate norms
dishonest
others?
CAUSES OF CONFLICT
Individual Characteristics
personality
value differences
goals
History
past performance
previous interactions
Conflict Escalation
Cultural differences
History of antagonism
Insecure self-image
Status differences
Informal workplace ties to each other
Do not identify with one another
Goal to escalate conflict to win
Workplace Aggression
Adopt a zero-tolerance policy
Implement a formal workplace prevention program
Train managers and associates to address issues
Take every threat seriously
Immediately investigate all threats
Implement tighter security
Provide EAPs
Conflict Outcomes
Degree of Satisfaction of Party B’s Concern
Lose-Win
Win-Win
Degree of Satisfaction of Party A’s Concern
Low
High
High
Lose-Lose
Win-Lose
Adapted from Exhibit 12-3: Possible Conflict Outcomes
Compromise
Cooperativeness
Competing
Avoiding
Accommodating
Collaborating
Compromising
Assertiveness
Low
High
High
Responses to Conflict
Negotiation
Process by which parties with different preferences and interests attempt to agree on a solution.
Negotiation Styles
Adapted from Exhibit 12-4: Negotiation Tactics
Distributive
Convince ending would be costly
Distract them from concentrating
Integrative
Show them they are important to you
Convince you’re committed to outcome
Prevent them from committing to their outcome
Allow them to give in without losing face or cost
Convince your outcome is fair and/or theirs is unfair
Convince them others favor you
Use nonhostile humor
Show them your outcome is too important to compromise
Show them a win-win is possible
Demonstrate flexibility
Insist on fair decision making criteria
Make collaborative norms salient
Minimize behavior or tactics that create negative emotions
Provide emotionally supportive climate
Shield them from emotional distractions
Negotiation Tactics
Adapted from Exhibit 12-4: Negotiation Tactics
Attitudinal Structuring
Use similar language
Disassociate yourself from people they doesn’t like
Associate with people they like
Reward behavior
Express appreciation
Remind of role obligations
Assist in working through negative attitudes
Return favors
Fight antagonism
Negotiation Process
Prepare
specific goal(s)
BATNA
self- and opponent analysis
Determine the Negotiation Process
timeline, place, and structure
Negotiate the Agreement
Close the Deal
Power
Ability to achieve desired outcomes.
Bases of Individual Power
Legitimate
Reward
Referent
Expert
Coercive
Strategic Contingencies Model of Power
Identify strategic contingencies faced by an organization and gain control over them
Anyone who can help reduce uncertainties faced by the organization will gain power
People who are irreplaceable have power
Control the decision process
set parameters on the types of solutions that are acceptable
control the range of alternatives to be considered
People and organizational units gain power by being able to address major problems and issues faced by the organization.
Organizational Politics
Coalition
Group whose members act together to actively pursue a common interest.
Political Skill
Ability to effectively understand others at work.
Use this knowledge to enhance one’s own objectives.
Behavior directed toward furthering one’s own self-interests without concern for the interests or well-being of others.
Political
Tactics
Consultation
Rational Persuasion
Personal Appeal
Ingratiation
Inspirational Appeal
Exchange
Coalition
Legitimizing
Pressure
