組織行為學(雙語)課程CH13-Conflict-and-negotiations課件

1、Essentials of Organizational Behavior, 10/eStephen P. Robbins & Timothy A. JudgeChapter 13 Conflict and NegotiationsEssentials of Chapter 13 After studying this chapter, you should be able to:Define conflict and differentiate between the traditional, human relations, and interactionist views of conf

2、lict.Outline the conflict process.Contrast distributive and integrative bargaining.Apply the five steps of the negotiation process.Show how individual differences influence negotiations.Describe cultural differences in negotiations.After studying this chapter, yConflict DefinedProcess that begins wh

3、en one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Conflict DefinedProcess that bTransitions in Conflict ThoughtTraditional View All conflict is harmful and must be avoidedHuman Relations ViewConflict is a

4、natural and inevitable outcome in any group and need not be negativeInteractionist View Conflict is encouraged to prevent group from becoming staleTransitions in Conflict ThoughFunctional Vs. Dysfunctional ConflictFunctional: improves group performanceDysfunctional: hinders group performanceAssessin

5、g Focus of Conflict:Task work content and goalsRelationship interpersonalProcess how the work is doneFunctional Vs. Dysfunctional Desired Conflict LevelsSource of ConflictLevel of ConflictLowModerateHighTaskFunctionalDysfunctionalRelationshipDysfunctionalProcessFunctionalDysfunctionalDesired Conflic

6、t LevelsSource The Conflict ProcessThe Conflict ProcessStage I: Potential Opposition Communication Barriers ExistToo Much or Too LittleStructureGroup Size, Age, Diversity Organizational Rewards, Goals, Group DependencyPersonal VariablesPersonality TypesEmotionalityStage I: Potential Opposition Stage

7、 II: Cognition and Personalization Potential for conflict is actualizedParties “make sense” of conflict by defining it and its potential solutionsEmotions play a major role in shaping perceptionsPerceived Conflict awareness needed for actualizationFelt Conflict - emotional involvement - parties expe

8、rience anxiety, tension, frustration, or hostility Stage II: Cognition and PersonStage III: Intentions The decision to act in a given wayInferred (often erroneous) intentions may cause greater conflictStage III: Intentions The deciStage IV: BehaviorWhere conflict becomes visibleUsually overt attempt

9、s to implement each partys intentionsMay become an inadvertent stimulus due to miscalculations or unskilled enactmentsFunctional Conflicts: confined to lower range of continuum subtle, indirect, and highly controlledDysfunctional Conflicts: upper range highly destructive activities such as strikes a

10、nd riotsStage IV: BehaviorWhere confliStage V: Outcomes Functional:Improves decision qualityStimulates creativity and innovationEncourages interest and curiosity Problems are airedAccepts change and self-evaluationDysfunctional:Group is less effective Cohesiveness and communications are reducedLeads

11、 to the destruction of the groupStage V: Outcomes Functional:Creating Functional ConflictManagers can reward dissent and punish conflict avoiders Managers must learn to accept bad news without sending cues that conflict is unacceptableCreating Functional ConflictMaNegotiationProcess in which two or

12、more parties exchange goods or services and attempt to agree on the exchange rate for them NegotiationProcess in which twBargaining StrategiesBargaining StrategiesDistributive Bargaining ZonesPlayerAPlayerBBs Resistance PointAs Resistance PointBs Target PointAs Target PointBs Aspiration RangeAs Aspi

13、ration RangeSettlement RangeDistributive Bargaining ZonesPNecessary Conditions for Integrative BargainingParties must be open with information and candid about their concernsBoth parties must be sensitive regarding the others needsParties must be able to trust each otherBoth parties must be willing

14、to be flexibleNecessary Conditions for IntegThe Negotiation ProcessBATNAThe Negotiation ProcessBATNAIndividual Differences in Negotiation PersonalityLittle evidence to supportDisagreeable introvert is bestMoods & EmotionsShowing anger helps in distributive negotiationsPositive moods help integrative

15、 negotiationsGenderMen are slightly betterMany stereotypes low power positionsWomens self-image as negotiators is poorIndividual Differences in NegoGlobal ImplicationsConflict and Culture: Insufficient research at this point Initial evidence does suggest some differences in tactics and attitudeCultu

16、ral Differences in Negotiations: Negotiating styles clearly vary across national culturesGlobal ImplicationsConflict anImplications for Managers: Managing ConflictUse in the appropriate situations:Competition quick action is vitalCollaboration to gain commitment with consensusAvoidance the issue is

17、trivialAccommodation when youre wrongCompromise opponents have equal power and hold mutually exclusive goalsImplications for Managers: ManImplications for Managers: Improving Negotiation SkillsSet Ambitious GoalsPay Little Attention to Initial OffersResearch Your OpponentAddress the Problem, Not the

18、 PersonalitiesBe Creative - Emphasize Win-Win SolutionsImplications for Managers: ImpKeep in MindConflict is an inherent part of organizational life: probably necessary for optimal organizational functionTask conflict is the most constructiveMost effective negotiators use both types of bargaining and know the appropriate tacticsKeep in MindConflict is an inSummaryDefined conflict and differentiated between the traditional, human relations, and interactionis