1 / 24

Conflict and Negotiation

13-2. After studying this chapter, you should be able to:. Define conflictDifferentiate between the traditional, human relations, and interactionist views of conflictContrast task, relationship and process conflictOutline the conflict processDescribe the five conflict-handling intentionsContras

naomi
Télécharger la présentation

Conflict and Negotiation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. 13-1 Conflict and Negotiation Chapter 13

    2. 13-2 After studying this chapter, you should be able to: Define conflict Differentiate between the traditional, human relations, and interactionist views of conflict Contrast task, relationship and process conflict Outline the conflict process Describe the five conflict-handling intentions Contrast distributive and integrative bargaining Identify the five steps in the negotiation process Describe whether there are individual differences in negotiator effectiveness

    3. 13-3 Conflict 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.

    4. 13-4 Transitions in Conflict Thought Traditional View – conflict is harmful and must be avoided Human Relations View – conflict is a natural and inevitable outcome in any group and need not be negative Interactionist View – conflict is encouraged to prevent group from becoming stale

    5. 13-5 Functional vs. Dysfunctional Conflict Task conflict – relates to the content and goals of the work Relationship conflict – focuses on interpersonal relationships Process conflict – relates to how the work gets done

    6. 13-6 Conflict Process Stage I: Potential opposition Stage II: Cognition and Personalization Stage III: Intentions Stage IV: Behaviors Stage V: Outcomes

    7. 13-7 Conflict Process

    8. 13-8 Stage I: Potential Opposition Sources of conflict: Communication Structure Personal Variables

    9. 13-9 Stage II: Cognition and Personalization Potential for opposition becomes realized When individuals become emotionally involved - parties experience anxiety, tension, frustration, or hostility

    10. 13-10 Stage III: Intentions Competing Collaborating Avoiding Accommodating Compromising

    11. 13-11 Intentions

    12. 13-12 Stage IV: Behavior Where conflict becomes visible Are usually overt attempts to implement each party’s intentions A dynamic process that moves along a continuum of intensity

    13. 13-13 Stage V: Outcomes Functional Outcomes – Conflict is constructive when it: Improves the quality of decisions Stimulates creativity and innovation Encourages interest and curiosity among group members Dysfunctional Outcomes – uncontrolled opposition breeds discontent, which acts to dissolve common ties, and eventually leads to the destruction of the group

    14. 13-14 Creating Functional Conflict Managers can reward dissent and punish conflict avoiders

    15. 13-15 Negotiation Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

    16. 13-16 Bargaining Strategies

    17. 13-17 The Negotiation Process

    18. 13-18 Individual Differences in Negotiation Personality Gender Cultural

    19. 13-19 Personality The best distributive bargainer appears to be a disagreeable introvert Those who can check their egos at the door are able to negotiate better agreements

    20. 13-20 Gender Differences in Negotiation Men have been found to negotiate better outcomes than women, although the difference is relatively small Women may unduly penalize themselves by failing to engage in negotiations when such action would be in their best interest

    21. 13-21 Cultural Differences in Negotiations Cultural context significantly influences... The amount and type of preparation for bargaining The relative emphasis on task versus interpersonal relationships The tactics used Where the negotiation should be conducted

    22. 13-22 Implications for Managers: Managing Conflict Competition Collaboration Avoidance Accommodation Compromise

    23. 13-23 Implications for Managers: Improving Negotiation Skills Set Ambitious Goals Pay Little Attention to Initial Offers Research Your Opponent Address the Problem, Not the Personalities Be Creative and Emphasize Win-Win Solutions

    24. 13-24 Summary Defined conflict Differentiated between the traditional, human relations, and interactionist views of conflict Contrasted task, relationship and process conflict Outlined the conflict process Described the five conflict-handling intentions Contrasted distributive and integrative bargaining Identified the five steps in the negotiation process Described whether there are individual differences in negotiator effectiveness

More Related