Organizational behavior 4th by MShean chap013

23 76 0
Organizational behavior 4th by MShean chap013

Đang tải... (xem toàn văn)

Tài liệu hạn chế xem trước, để xem đầy đủ mời bạn chọn Tải xuống

Thông tin tài liệu

13 Conflict and Negotiation in the Workplace McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved Conflict at Microsoft • Various sources conclude that Microsoft is riddled with dysfunctional conflict that could soon hamper its ability to remain competitive • “Pretty much across the board people are saying that Microsoft is dysfunctional,” concludes one industry analyst “They are not cooperating across business groups.” McShane/Von Glinow OB4e Slide 13-2 © 2008 The McGraw-Hill Companies, Inc All rights reserved Conflict Defined The process in which one party perceives that its interests are being opposed or negatively affected by another party McShane/Von Glinow OB4e Slide 13-3 © 2008 The McGraw-Hill Companies, Inc All rights reserved The Conflict Process Conflict Perceptions Sources of Conflict Manifest Conflict Conflict Outcomes Conflict Emotions Conflict Escalation Cycle McShane/Von Glinow OB4e Slide 13-4 © 2008 The McGraw-Hill Companies, Inc All rights reserved Organizational Conflict Outcomes • Potential benefits – Improves decision making – Strengthens team dynamics • Dysfunctional outcomes – Diverts energy and resources – Weakens knowledge management – Increases frustration, job dissatisfaction, stress, turnover and absenteeism McShane/Von Glinow OB4e Slide 13-5 © 2008 The McGraw-Hill Companies, Inc All rights reserved Task vs Socioemotional Conflict • Constructive (task-related) conflict – Conflict is aimed at issue, not parties – Helps recognize problems, identify solutions, and understand the issues better – Potentially healthy and valuable • Socioemotional (relationship) conflict – Conflict viewed as a personal attack – Introduces perceptual biases – Distorts information processing McShane/Von Glinow OB4e Slide 13-6 © 2008 The McGraw-Hill Companies, Inc All rights reserved Minimizing Socioemotional Conflict Emotional intelligence – Better able to regulate emotions – View others’ emotions as information Cohesive team – More trust and latitude – Understand other team members better – Motivated to minimize escalating conflict Supportive team norms – Appreciate honest dialogue without personal affront – Some norms might discourage displaying negative emotions McShane/Von Glinow OB4e Slide 13-7 © 2008 The McGraw-Hill Companies, Inc All rights reserved Sources of Conflict Incompatible Goals • One party’s goals perceived to interfere with other’s goals Differentiation • Different values/beliefs • Explains cross-cultural and generational conflict Task Interdependence • Conflict increases with interdependence • Higher risk that parties interfere with each other more McShane/Von Glinow OB4e Slide 13-8 © 2008 The McGraw-Hill Companies, Inc All rights reserved Sources of Conflict (con’t) Scarce Resources • Motivates competition for the resource Ambiguous Rules • Creates uncertainty, threatens goals • Without rules, people rely on politics Communication Problems • Increases stereotyping • Reduces motivation to communicate • Escalates conflict when arrogant McShane/Von Glinow OB4e Slide 13-9 © 2008 The McGraw-Hill Companies, Inc All rights reserved NHLPA Changes Conflict Styles Outgoing National Hockey League Players’ Association (NHLPA) boss Bob Goodenow (left) was called the Darth Vader of hockey, because of his forcing style of conflict management with NHL owners Taking his place is Ted Saskin (right), whose diplomatic problem-solving conflict resolution style couldn’t be more different from Goodenow’s McShane/Von Glinow OB4e Slide 13-10 © 2008 The McGraw-Hill Companies, Inc All rights reserved Conflict Management Styles Forcing Assertiveness High Problem-Solving Compromising Avoiding Low McShane/Von Glinow OB4e Yielding Cooperativeness Slide 13-11 High © 2008 The McGraw-Hill Companies, Inc All rights reserved Choosing the Best Conflict Style • Problem solving – Often best because only style that seeks an optimal outcome – Doesn’t work when interests perfectly opposing – Difficult when parties lack trust/openness • Avoiding – Best when socioemotional conflict is high – Problem: doesn’t resolve conflict source, so may produce longterm frustration • Yielding – May be necessary when: the other party has substantially more power the issue is less important to you as to the other party – Problem: Other party develops higher future expectations McShane/Von Glinow OB4e Slide 13-12 © 2008 The McGraw-Hill Companies, Inc All rights reserved Choosing the Best Conflict Style • (con’t) Forcing – May be necessary when: you know you are correct & dispute requires quick solution the other party would take advantage of more cooperative strategies – Problem: Fuels socioemotional conflict • Compromising – Best when little hope for mutual gain both parties have equal power both parties need to settle differences quickly – Problem: “Good enough” solution that overlooks better solutions McShane/Von Glinow OB4e Slide 13-13 © 2008 The McGraw-Hill Companies, Inc All rights reserved Emphasizing Superordinate Goals • Emphasizing common objectives rather than conflicting sub-goals • Reduces goal incompatibility and differentiation McShane/Von Glinow OB4e Slide 13-14 © 2008 The McGraw-Hill Companies, Inc All rights reserved Toyota Drums Out Differences Employees at Toyota Motor Sales U.S.A are drumming out their differences in the car company’s drum room Typically in groups of 15 to 50 from one department, employees bang on various percussion instruments Most groups soon find a common beat without any guidance or conductor Edward Carreon/Newhouse News Service McShane/Von Glinow OB4e Slide 13-15 © 2008 The McGraw-Hill Companies, Inc All rights reserved Reducing Differentiation • Remove sources of different values and beliefs • Move employees around to different jobs, departments, and regions • Other ways to reduce differentiation: –Common dress code/status –Common work experiences Edward Carreon/Newhouse News Service McShane/Von Glinow OB4e Slide 13-16 © 2008 The McGraw-Hill Companies, Inc All rights reserved Better Communication/Understanding • Employees understand and appreciate each other’s views through communication – Relates to contact hypothesis • Two warnings: 1.Apply communication/understanding after reducing differentiation 2.A Western strategy that may conflict with values/traditions in other cultures McShane/Von Glinow OB4e Slide 13-17 © 2008 The McGraw-Hill Companies, Inc All rights reserved Other Ways to Manage Conflict • Reduce Task Interdependence – Dividing shared resources – Combine tasks – Use buffers • Increase Resources – Duplicate resources • Clarify Rules and Procedures – Clarify resource distribution – Change interdependence McShane/Von Glinow OB4e Slide 13-18 © 2008 The McGraw-Hill Companies, Inc All rights reserved Bargaining Zone Model Your Positions Initial Target Resistance Area of Potential Agreement Resistance Target Initial Opponent’s Positions McShane/Von Glinow OB4e Slide 13-19 © 2008 The McGraw-Hill Companies, Inc All rights reserved Situational Influences on Negotiation • Location • Physical setting Time passage and deadlines Audience â Corel Corp With permission McShane/Von Glinow OB4e Slide 13-20 © 2008 The McGraw-Hill Companies, Inc All rights reserved Effective Negotiation Behavior • Preparation and goal setting • Gathering information • Communicating effectively © Corel Corp With permission McShane/Von Glinow OB4e • Making concessions Slide 13-21 © 2008 The McGraw-Hill Companies, Inc All rights reserved Types of Third Party Intervention High Mediation Inquisition Level of Process Control Arbitration Low McShane/Von Glinow OB4e Level of Outcome Control Slide 13-22 High © 2008 The McGraw-Hill Companies, Inc All rights reserved 13 Conflict and Negotiation in the Workplace McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved ... process in which one party perceives that its interests are being opposed or negatively affected by another party McShane/Von Glinow OB4e Slide 13-3 © 2008 The McGraw-Hill Companies, Inc All rights... Cycle McShane/Von Glinow OB4e Slide 13-4 © 2008 The McGraw-Hill Companies, Inc All rights reserved Organizational Conflict Outcomes • Potential benefits – Improves decision making – Strengthens team... OB4e Slide 13-20 © 2008 The McGraw-Hill Companies, Inc All rights reserved Effective Negotiation Behavior • Preparation and goal setting • Gathering information Communicating effectively â Corel

Ngày đăng: 06/08/2019, 10:48

Từ khóa liên quan

Mục lục

  • Conflict and Negotiation in the Workplace

  • Conflict at Microsoft

  • Conflict Defined

  • The Conflict Process

  • Organizational Conflict Outcomes

  • Task vs. Socioemotional Conflict

  • Minimizing Socioemotional Conflict

  • Sources of Conflict

  • Sources of Conflict (con’t)

  • NHLPA Changes Conflict Styles

  • Conflict Management Styles

  • Choosing the Best Conflict Style

  • Choosing the Best Conflict Style (con’t)

  • Emphasizing Superordinate Goals

  • Toyota Drums Out Differences

  • Reducing Differentiation

  • Better Communication/Understanding

  • Other Ways to Manage Conflict

  • Bargaining Zone Model

  • Situational Influences on Negotiation

Tài liệu cùng người dùng

  • Đang cập nhật ...

Tài liệu liên quan