组织行为学(双语)课程CH13-Conflict-and-negotiations课件.ppt

1、Essentials of Organizational Behavior,10/eStephen P.Robbins&Timothy A.JudgeChapter 13 Conflict and NegotiationsAfter studying this chapter,you should be able to:1.Define conflict and differentiate between the traditional,human relations,and interactionist views of conflict.2.Outline the conflict pro

2、cess.3.Contrast distributive and integrative bargaining.4.Apply the five steps of the negotiation process.5.Show how individual differences influence negotiations.6.Describe cultural differences in negotiations.Conflict DefinedProcess that begins when one party perceives that another party has negat

3、ively affected,or is about to negatively affect,something that the first party cares about.Transitions in Conflict ThoughtTraditional View All conflict is harmful and must be avoidedHuman Relations ViewConflict is a natural and inevitable outcome in any group and need not be negativeInteractionist V

4、iew Conflict is encouraged to prevent group from becoming staleFunctional Vs.Dysfunctional Conflict Functional:improves group performance Dysfunctional:hinders group performance Assessing Focus of Conflict:Task work content and goals Relationship interpersonal Process how the work is doneDesired Con

5、flict LevelsSource of ConflictLevel of ConflictLowModerateHighTaskFunctionalDysfunctionalRelationshipDysfunctionalProcessFunctionalDysfunctionalThe Conflict ProcessStage I:Potential Opposition Communication Barriers Exist Too Much or Too Little Structure Group Size,Age,Diversity Organizational Rewar

6、ds,Goals,Group Dependency Personal Variables Personality Types EmotionalityStage II:Cognition and Personalization Potential for conflict is actualized Parties“make sense”of conflict by defining it and its potential solutions Emotions play a major role in shaping perceptions Perceived Conflict awaren

7、ess needed for actualization Felt Conflict-emotional involvement-parties experience anxiety,tension,frustration,or hostility Stage III:Intentions The decision to act in a given way Inferred(often erroneous)intentions may cause greater conflictStage IV:Behavior Where conflict becomes visible Usually

8、overt attempts to implement each partys intentions May become an inadvertent stimulus due to miscalculations or unskilled enactments Functional Conflicts:confined to lower range of continuum subtle,indirect,and highly controlled Dysfunctional Conflicts:upper range highly destructive activities such

9、as strikes and riotsStage V:Outcomes Functional:Improves decision quality Stimulates creativity and innovation Encourages interest and curiosity Problems are aired Accepts change and self-evaluation Dysfunctional:Group is less effective Cohesiveness and communications are reduced Leads to the destru

10、ction of the groupCreating Functional Conflict Managers can reward dissent and punish conflict avoiders Managers must learn to accept bad news without sending cues that conflict is unacceptableNegotiationProcess in which two or more parties exchange goods or services and attempt to agree on the exch

11、ange rate for them Bargaining StrategiesDistributive Bargaining ZonesPlayerAPlayerBBs Resistance PointAs Resistance PointBs Target PointAs Target PointBs Aspiration RangeAs Aspiration RangeSettlement RangeNecessary Conditions for Integrative Bargaining Parties must be open with information and candi

12、d about their concerns Both parties must be sensitive regarding the others needs Parties must be able to trust each other Both parties must be willing to be flexibleThe Negotiation ProcessBATNAIndividual Differences in Negotiation Personality Little evidence to support Disagreeable introvert is best

13、 Moods&Emotions Showing anger helps in distributive negotiations Positive moods help integrative negotiations Gender Men are slightly better Many stereotypes low power positions Womens self-image as negotiators is poorGlobal ImplicationsConflict and Culture:Insufficient research at this point Initia

14、l evidence does suggest some differences in tactics and attitudeCultural Differences in Negotiations:Negotiating styles clearly vary across national culturesImplications for Managers:Managing ConflictUse in the appropriate situations:Competition quick action is vital Collaboration to gain commitment

15、 with consensus Avoidance the issue is trivial Accommodation when youre wrong Compromise opponents have equal power and hold mutually exclusive goalsImplications for Managers:Improving Negotiation Skills Set Ambitious Goals Pay Little Attention to Initial Offers Research Your Opponent Address the Pr

16、oblem,Not the Personalities Be Creative-Emphasize Win-Win SolutionsKeep in Mind Conflict is an inherent part of organizational life:probably necessary for optimal organizational function Task conflict is the most constructive Most effective negotiators use both types of bargaining and know the appro

17、priate tacticsSummary1.Defined conflict and differentiated between the traditional,human relations,and interactionist views of conflict.2.Outlined the conflict process.3.Contrasted distributive and integrative bargaining.4.Applied the five steps of the negotiation process.5.Showed how individual dif

18、ferences influenced negotiations.6.Described cultural differences in negotiations.All rights reserved.No part of this publication may be reproduced,stored in a retrieval system,or transmitted,in any form or by any means,electronic,mechanical,photocopying,recording,or otherwise,without the prior written permission of the publisher.Printed in the United States of America.