ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

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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.

4. Outline the conflict process.

5. Describe the five conflict-handling intentions.

6. Contrast distributive and integrative bargaining.

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AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

7. Identify the five steps in the negotiating process.

8. Describe cultural differences in negotiations.

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Transitions in Conflict ThoughtTransitions in Conflict Thought

Causes:

• Poor communication

• Lack of openness

• Failure to respond to employee needs

Causes:

• Poor communication

• Lack of openness

• Failure to respond to employee needs

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Transitions in Conflict Thought (cont’d)Transitions in Conflict Thought (cont’d)

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Functional versus Dysfunctional ConflictFunctional versus Dysfunctional Conflict

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Types of ConflictTypes of Conflict

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The Conflict ProcessThe Conflict Process

E X H I B I T 14-1

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Stage I: Potential Opposition or IncompatibilityStage 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

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Stage II: Cognition and PersonalizationStage II: Cognition and Personalization

Positive FeelingsPositive FeelingsPositive FeelingsPositive FeelingsNegative EmotionsNegative EmotionsNegative EmotionsNegative Emotions

Conflict DefinitionConflict DefinitionConflict DefinitionConflict Definition

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Stage III: IntentionsStage III: Intentions

Cooperativeness:

• Attempting to satisfy the other party’s concerns.

Assertiveness:

• Attempting to satisfy one’s own concerns.

Cooperativeness:

• Attempting to satisfy the other party’s concerns.

Assertiveness:

• Attempting to satisfy one’s own concerns.

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Stage III: Intentions (cont’d)Stage III: Intentions (cont’d)

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Stage III: Intentions (cont’d)Stage III: Intentions (cont’d)

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Dimensions of Conflict-Handling IntentionsDimensions of Conflict-Handling Intentions

E X H I B I T 14-2

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Stage IV: BehaviorStage IV: Behavior

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Stage IV: Conflict Resolution TechniquesStage IV: Conflict Resolution Techniques

• Problem solving

• Superordinate goals

• Expansion of resources

• Avoidance

• Smoothing

• Compromise

• Authoritative command

• Altering the human variable

• Altering the structural variables

• Problem solving

• Superordinate goals

• Expansion of resources

• Avoidance

• Smoothing

• Compromise

• Authoritative command

• Altering the human variable

• Altering the structural variables

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Stage IV: Conflict Stimulation TechniquesStage IV: Conflict Stimulation Techniques

• Communication

• Bringing in outsiders

• Restructuring the organization

• Appointing a devil’s advocate

• Communication

• Bringing in outsiders

• Restructuring the organization

• Appointing a devil’s advocate

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Conflict-Intensity ContinuumConflict-Intensity Continuum

E X H I B I T 14-3

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Stage V: OutcomesStage V: Outcomes

Functional Outcomes from Conflict– 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 Creating Functional Conflict

– Reward dissent and punish conflict avoiders

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Stage V: Outcomes (cont’d)Stage V: Outcomes (cont’d)

Dysfunctional Outcomes from Conflict– Development of discontent– Reduced group effectiveness– Retarded communication– Reduced group cohesiveness– Infighting among group members overcomes

group goals

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NegotiationNegotiation

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Bargaining StrategiesBargaining Strategies

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Distributive versus Integrative BargainingDistributive versus Integrative Bargaining

E X H I B I T 14-5

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Staking Out the Bargaining ZoneStaking Out the Bargaining Zone

E X H I B I T 14-6

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The Negotiation

Process

The Negotiation

Process

E X H I B I T 14-7

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Issues in NegotiationIssues in Negotiation

The Role of Personality Traits in Negotiation– Traits do not appear to have a significantly

direct effect on the outcomes of either bargaining or negotiating processes.

Gender Differences in Negotiations– Women negotiate no differently from men,

although men apparently negotiate slightly better outcomes.

– Men and women with similar power bases use the same negotiating styles.

– Women’s attitudes toward negotiation and their success as negotiators are less favorable than men’s.

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Third-Party NegotiationsThird-Party Negotiations

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Third-Party Negotiations (cont’d)Third-Party Negotiations (cont’d)

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Why U.S. Managers Might Have Trouble in Cross-Cultural Negotiations

Why U.S. Managers Might Have Trouble in Cross-Cultural Negotiations

E X H I B I T 14-8

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E X H I B I T

Conflict and Unit PerformanceConflict and Unit Performance

14-9a

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Conflict and Unit Performance (cont’d)Conflict and Unit Performance (cont’d) E X H I B I T 14-9b