Organizational behavior 5e by kinichi Chap011KF managing conflict and negotiating

After reading the material in this chapter, you should be able to: LO11.1 Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired

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McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc All rights reserved.

Managing Conflict and Negotiating

Chapter Eleven

After reading the material in this chapter,

you should be able to:

LO11.1 Define the term conflict, distinguish between

functional and dysfunctional conflict, and identify three desired outcomes of conflict

LO11.2 Define personality conflicts, and explain how

they should be managed

LO11.3 Discuss the role of in-group thinking in

intergroup conflict, and explain what can be

done to avoid cross-cultural conflict

LO11.4 Define work-family conflict and describe

what can be done to manage it

After reading the material in this chapter,

you should be able to:

functional conflict, and identify the five conflict

handling styles.

LO11.6 Identify and describe at least four

alternative dispute resolution (ADR) techniques.

LO11.7 Draw a distinction between distributive

and integrative negotiation, and explain the

concept of added-value negotiation.

Major Trends that Make Conflict

Inevitable

Constant change

Greater employee diversity

More teams (virtual and self-managed)

Less face-to-face communication

Global economy with increased

cross-cultural dealings

A Modern View of Conflict

Conflict

 process in which one party perceives its interests are

being opposed or negatively affected

by another party

Functional versus Dysfunctional

Conflict

Functional conflict

 characterized by consultative interactions, a

focus on the issues, mutual respect, and useful give and take

 Also called constructive conflict

Dysfunctional conflict

 threatens organization’s interests

Situations That Produce Functional

or Dysfunctional Conflict

Question?

As a manager of a forty-five person department, Connie has always heard that there are certain situations that produce more conflict than others She is interested in learning about these situations so she can carefully read early warnings and take appropriate actions Which of the following is not an

Why People Avoid Conflict

 rudeness or a lack of regard for another person

How to Deal With Personality

Conflicts

Question?

Having taken this OB class and learned about how

they deal with personality conflict, what tip(s) would

you offer to employees having a personality conflict?

A In resolving conflict, focus on personalities.

B Bring co-workers into the conflict so you have witnesses.

C Communicate directly with the other person to resolve the

perceived conflict.

D Keep the direct supervisor out of the conflict loop, especially if the dysfunctional conflict persists.

Too much cohesiveness can breed

groupthink because a desire to get along

pushes aside critical thinking

Handling Intergroup Conflict

Contact hypothesis

 the more the members of different groups

interact, the less intergroup conflict they will

experience

Managers should identify and root out

specific negative linkages between groups

Question?

Don is an Executive VP of a regional health-insurance

company He has noticed that the different departments

do not work well together and seem more concerned

with “protecting their turf” than in working to reach

organizational goals Don thinks that if he can create

some group activities, the departments will have less

conflict This is called _.

A Convex theory

B Concave hypothesis

C Contact hypothesis

D Intergroup theory

Managers are therefore wise to note negative

interactions between members and groups and

determine if influential third parties are gossiping

negatively about another member or group

Cross-Cultural Conflict

Because of differing assumptions about

how to think and act, the potential for cultural conflict is both immediate and huge Success or failure when conducting

cross-business across cultures often hinges on

avoiding and minimizing actual or perceived conflict

How to Build Cross-Cultural Relationships

work role conflicts

with those of the

family role

Insights about Work–Family

Conflict

Work–family balance begins at home

An employer’s family-supportive philosophy is

more important than specific programs

Informal flexibility in work hours and in allowing

people to work at home is essential to promoting

work–family balance

Supportive bosses and colleagues can help

The importance of work–family balance varies

across generations

 calls for managers to foster a structured debate

of opposing viewpoints prior to making a

decision

Techniques for Stimulating Functional Conflict:

Devil’s Advocacy and the Dialectic Method

Five Conflict Handling Styles

Alternative Styles for Handling

Dysfunctional Conflict

Integrating

 interested parties confront the issue and

cooperatively identify the problem, generate

and weigh alternative solutions, and select a

solution

Appropriate for complex issues plagued by misunderstanding

Question?

In handling conflict, Jorge believes that interested parties must confront the issue and cooperatively identify the problem, generate and weigh

alternative solutions, and select a solution Jorge can be described as advocating which conflict

Alternative Styles for Handling

Dysfunctional Conflict

Obliging (Smoothing)

 tends to minimize differences and highlight

similarities to please the other party

Appropriate when it is possible to get

something in return

Alternative Styles for Handling

Dysfunctional Conflict

Dominating (Forcing)

 relies on formal authority to force compliance

Appropriate when an unpopular solution

must be implemented

Alternative Styles for Handling

Dysfunctional Conflict

Avoiding

 involves either passive withdrawal from the

problem or active suppression of the issue

Appropriate for trivial issues

Alternative Styles for Handling

Dysfunctional Conflict

Compromising

 give-and-take approach involves moderate

concern for both self and others

Appropriate when parties have opposite

goals

Third Party Interventions: Alternative

Dispute Resolution

Alternative Dispute Resolution

 avoiding costly lawsuits by resolving conflicts

informally or through mediation or arbitration

Negotiating

Negotiation

 give-and-take decision-making process

involving interdependent parties with different

preferences

Two types:

 Distributive

 Integrative

Added-Value Negotiation

Added-Value Negotiation

 cooperatively developing multiple-deal

packages while building a productive long-term relationship

Steps in Added-Value Negotiation

Negotiating Your Salary

1 Know the market rate

2 Consider the economy

3 Know your own value

4 Be honest

5 Don’t go first

6 Consider benefits, too

7 Look at the long term

Video: Toxic Coworkers

Annoying coworkers can be found in every

organization How can you turn these situations

around to have good outcomes result?

Is the conflict being described here functional or

dysfunctional? Why?

Do you think there are there more annoying people today than in the past, or are we just more sensitive

to our working environment?

What different types of conflict did you pick up on

being described in the video?