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    Leadership & Organizational Behavior: Instructor: Sameia Farhat

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    The document discusses conflict and negotiation in organizational behavior. It defines conflict and outlines the conflict process and five conflict-handling intentions. It also differentiates between distributive and integrative bargaining, describes the five steps in the negotiating process, and notes cultural differences in negotiations.

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    Leadership & Organizational Behavior: Instructor: Sameia Farhat

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    SaMeia Farhat
    26 views29 pages
    The document discusses conflict and negotiation in organizational behavior. It defines conflict and outlines the conflict process and five conflict-handling intentions. It also differentiates between distributive and integrative bargaining, describes the five steps in the negotiating process, and notes cultural differences in negotiations.

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    OB-Lecture 7 & 8

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    The document discusses conflict and negotiation in organizational behavior. It defines conflict and outlines the conflict process and five conflict-handling intentions. It also differentiates between distributive and integrative bargaining, describes the five steps in the negotiating process, and notes cultural differences in negotiations.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    26 views29 pages

    Leadership & Organizational Behavior: Instructor: Sameia Farhat

    Uploaded by

    SaMeia Farhat
    The document discusses conflict and negotiation in organizational behavior. It defines conflict and outlines the conflict process and five conflict-handling intentions. It also differentiates between distributive and integrative bargaining, describes the five steps in the negotiating process, and notes cultural differences in negotiations.

    Copyright:

    © All Rights Reserved
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    Download as pdf or txt
    of 29

    LEADERSHIP &

    ORGANIZATIONAL BEHAVIOR
    Instructor: Sameia Farhat
    CONFLICT AND
    NEGOTIATION
    Lecture No. 7
    Chapter 14 – Page No. 497
    Robbins, S. P., & Judge, T. A. (2017). Organizational
    Behavior.
    OBJECTIVES
    AFTER STUDYING THIS CHAPTER,
    YOU SHOULD BE ABLE TO:

    1. Define conflict.
    2. Differentiate between the traditional, human
    relations, and interactionist views of conflict.
    3. Contrast task, relationship, and process conflict.
    LEARNING

    4. Outline the conflict process.


    5. Describe the five conflict-handling intentions.
    6. Contrast distributive and integrative bargaining.
    7. Identify the five steps in the negotiating process.
    8. Describe cultural differences in negotiations.
    CONFLICT DEFINED

     A process that begins when one party perceives that another


    party has negatively affected, or is about to negatively affect,
    something that the first party cares about
     That point in an ongoing activity when an interaction
    “crosses over” to become an interparty conflict
     Encompasses a wide range of conflicts that people
    experience in organizations
     Incompatibility of goals
     Differences over interpretations of facts
     Disagreements based on behavioral expectations
    TRANSITIONS IN CONFLICT
    THOUGHT
    Traditional View of Conflict
    The belief that all conflict is harmful and must be avoided.
    Prevalent view in the 1930s-1940s

    Causes:
    • Poor communication
    • Lack of openness
    • Failure to respond to
    employee needs
    CONTINUED TRANSITIONS IN
    CONFLICT THOUGHT

    • Human Relations View of Conflict


    • The belief that conflict is a natural and inevitable
    outcome in any group
    • Prevalent from the late 1940s through mid-1970s

    • Interactionist View of Conflict


    • The belief that conflict is not only a positive force in a
    group but that it is absolutely necessary for a group to
    perform effectively
    • Current view
    FUNCTIONAL VERSUS
    DYSFUNCTIONAL CONFLICT
    Functional Conflict
    Conflict that supports the goals of the
    group and improves its performance.

    Dysfunctional Conflict
    Conflict that hinders group
    performance.
    TYPES OF CONFLICT

    Task Conflict
    Conflicts over content and goals of the work.

    Relationship Conflict
    Conflict based on interpersonal relationships.

    Process Conflict
    Conflict over how work gets done.
    THE CONFLICT PROCESS

    E X H I B I T 14–1
    STAGE I: POTENTIAL OPPOSITION
    OR INCOMPATIBILITY
     Communication
     Semantic difficulties, misunderstandings, and “noise”
     Structure
     Size and specialization of jobs
     Jurisdictional clarity/ambiguity
     Member/goal incompatibility
     Leadership styles (close or participative)
     Reward systems (win-lose)
     Dependence/interdependence of groups
     Personal Variables
     Differing individual value systems
     Personality types
    STAGE II: COGNITION AND
    PERSONALIZATION
    Perceived Conflict Felt Conflict
    Awareness by one or more Emotional involvement in a
    parties of the existence of conflict creating anxiety,
    conditions that create tenseness, frustration, or
    opportunities for conflict to hostility.
    arise.

    Conflict Definition

    Negative Emotions Positive Feelings


    STAGE III: INTENTIONS

    Intentions
    Decisions to act in a given way.

    Cooperativeness:
    • Attempting to satisfy the other party’s
    concerns.
    Assertiveness:
    • Attempting to satisfy one’s own concerns.
    DIMENSIONS OF CONFLICT-
    HANDLING INTENTIONS

    E X H I B I T 14–2
    STAGE III: INTENTIONS (CONT’D)
    Competing
    A desire to satisfy one’s interests, regardless of the
    impact on the other party to the conflict.

    Collaborating
    A situation in which the parties to a conflict each desire to
    satisfy fully the concerns of all parties.

    Avoiding
    The desire to withdraw from or suppress a conflict.
    STAGE III: INTENTIONS (CONT’D)

    Accommodating
    The willingness of one party in a conflict to place the
    opponent’s interests above his or her own.

    Compromising
    A situation in which each party to a conflict is
    willing to give up something.
    STAGE IV: BEHAVIOR

    Conflict Management
    The use of resolution and stimulation techniques to
    achieve the desired level of conflict.
    STAGE IV: BEHAVIOR (CONT’D)
    CONFLICT RESOLUTION
    TECHNIQUES
     Problem solving  Altering the structural
     Superordinate goals variables
     Expansion of resources  Communication
     Avoidance  Bringing in outsiders
     Smoothing  Restructuring the
     Compromise organization
     Authoritative command  Appointing a devil’s
    advocate
     Altering the human
    variable
    STAGE V: OUTCOMES

     Functional
     Increased group performance
     Improved quality of decisions
     Stimulation of creativity and innovation
     Encouragement of interest and curiosity
     Provision of a medium for problem-solving
     Creation of an environment for self-evaluation and
    change
    STAGE V: OUTCOMES (CONT’D)

     Dysfunctional
     Development of discontent
     Reduced group effectiveness
     Retarded communication
     Reduced group cohesiveness
     Infighting among group members overcomes group
    goals

     Creating Functional Conflict


     Reward dissent and punish conflict avoiders
    NEGOTIATION

     Negotiation (Bargaining)
     A process in which two or more parties exchange goods or
    services and attempt to agree on the exchange rate for
    them
     Two General Approaches:
     Distributive Bargaining
     Negotiation that seeks to divide up a fixed amount of
    resources; a win-lose situation
     Integrative Bargaining
     Negotiation that seeks one or more settlements that can
    create a win-win solution
    DISTRIBUTIVE VERSUS
    INTEGRATIVE BARGAINING

    Exhibit 15-5
    BARGAINING TACTICS AND THE
    BARGAINING ZONE

     Distributive Tactics
     Make an aggressive first offer
     Reveal a deadline
     Integrative Tactics
     Bargain in teams
     Put more issues on the table
     Don’t compromise
    THE NEGOTIATION PROCESS

     BATNA
     The Best Alternative To
    a Negotiated
    Agreement
     The lowest acceptable
    value (outcome) to an
    individual for a
    negotiated agreement
     The “Bottom Line” for
    negotiations
    INDIVIDUAL DIFFERENCES IN
    NEGOTIATION EFFECTIVENESS
     Personality Traits
     Extroverts and agreeable people weaker at
    distributive negotiation – disagreeable introvert is
    best
     Intelligence is a weak indicator of effectiveness
     Mood and Emotion
     Ability to show anger helps in distributive bargaining
     Positive moods and emotions help integrative
    bargaining
    INDIVIDUAL DIFFERENCES IN
    NEGOTIATION EFFECTIVENESS
     Gender
     Men and women negotiate the same way, but may
    experience different outcomes
     Women and men take on gender stereotypes in
    negotiations: tender and tough
     Women are less likely to negotiate
    THIRD-PARTY NEGOTIATIONS

     Four Basic Third-Party Roles


    1. Mediator
     A neutral third party who facilitates a negotiated
    solution by using reasoning, persuasion, and
    suggestions for alternatives
    2. Arbitrator
     A third party to a negotiation who has the
    authority to dictate an agreement.
    THIRD-PARTY NEGOTIATIONS

    3. Conciliator
     A trusted third party who provides an informal
    communication link between the negotiator and
    the opponent
    4. Consultant
     An impartial third party, skilled in conflict
    management, who attempts to facilitate creative
    problem solving through communication and
    analysis
    GLOBAL IMPLICATIONS

     Conflict and Culture


     Japanese and U.S. managers view conflict differently
     U.S. managers more likely to use competing tactics while
    Japanese managers are likely to use compromise and avoidance
     Cultural Differences in Negotiations
     Multiple cross-cultural studies on negotiation styles, for
    instance:
     American negotiators are more likely than Japanese
    bargainers to make a first offer
     North Americans use facts to persuade, Arabs use emotion,
    and Russians used asserted ideals
     Brazilians say “no” more often than Americans or Japanese

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