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Dysfunctional
Hinders group performance
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Types of conflict
Intra
Inter personnnel
Inte group
Institutionalized- Ind vs individual, Ind vs orgn,
Hierarchical, functional, line vs staff
Emergent due to social and personal reasonsInd vs informal group formal vs informal Status
conflict, Political conflict
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Conflict-Handling
Intentions
Two Dimensions
Cooperativeness
The degree to which one party attempts to
satisfy the other partys concerns
Assertiveness
The degree to which one party attempts to
satisfy his or her own concerns
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Specific Intentions
Competing
Collaborating
Avoiding
Accommodating
Compromising
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Assertive
Competing
Collaborating
Compromising
Unassertive
Assertiveness
Avoiding
Accommodating
Uncooperative
Cooperative
Cooperativeness
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Types of Conflict
Cognitive
Conflict related to differences in perspectives and
judgments
Task-oriented
Results in identifying differences
Usually functional conflict
Affective
Emotional conflict aimed at a person rather than an
issue
Dysfunctional conflict
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Negotiation
A process in which two or more parties
exchange goods or services and attempt to agree
upon the exchange rate for them
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
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Distributive
Bargaining
Fixed amount of
resources to be divided
Integrative
Bargaining
Variable amount of resources to
be divided
Focus of relationships
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
How to Negotiate
Assess personal goals, consider others
goals, develop strategy
Identify target and resistance points
Target: what one would like to achieve
Resistance: lowest outcome acceptable
Identify BATNA
Best Alternative To a Negotiated Agreement
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Party As
target
point
Party Bs
resistance
point
Party As
resistance
point
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Party Bs
target
point
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Conciliator
Trusted third party who provides an
informal communication link between the
negotiator and the opponent
Informal link
Used extensively in international, labour,
family and community disputes
Fact-find, interpret messages, persuade
disputants to develop agreements
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Mediator
A neutral third party who facilitates a
negotiated solution by using reasoning,
persuasion, and suggestions for alternatives
Labour-management negotiations and civil court
disputes
Settlement rate is about 60%; satisfaction rate is
about 75%
Participants must be motivated to bargain and settle
Best under moderate levels of conflict
Mediator must appear neutral and non-coercive
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Arbitrator
Has authority to dictate an agreement
Voluntary (requested) or compulsory
(imposed by law or contract)
Always results in a settlement
May result in further conflict
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Point-CounterPoint
Conflict Is Good for
the Organization
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.
Chapter 8, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright 2003 Pearson Education Canada Inc.