Learning Objectives: Understand the meaning, levels and sources of Conflict Discuss various ways...
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![Page 1: Learning Objectives: Understand the meaning, levels and sources of Conflict Discuss various ways and styles to deal with conflict Recognize the.](https://reader030.fdocuments.in/reader030/viewer/2022032606/56649eab5503460f94bb1ab9/html5/thumbnails/1.jpg)
Learning Objectives: Understand the meaning, levels and sources of
Conflict Discuss various ways and styles to deal with conflict Recognize the cultural differences in tolerance for
conflict Understand the meaning, and consequences of
Stress Understand different types of stressors Understand elements that moderate stress Explore various strategies to cope with stress at
work Understand the nature and approaches to
negotiation
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People think they have a conflict when opinions and intensions regarding a task or a decision are perceived as incompatible
Various Approaches to Conflict are: Psycho-Social Approach Economic Approach Descriptive Approach Normative Approach
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Intra-individual Conflict
Interpersonal conflict
Structural Conflict
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Effective conflict management contributes to learning, change and effectiveness in an organisation
The task of the effective manager is seen as to maintain an optimal level of conflict, while keeping conflicts focused on productive purposes
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Recognizing Tolerance for Conflict Across Cultures Culture often shapes the nature of conflict by
influencing tolerance for conflict and determining how people view their context, evaluate decisions and relate to others
Two levels of conflict: high tolerance end and low tolerance end
Integrating conflict and Negotiation from the Gandhian perspective Mahatma’s approach to conflict and
negotiation uses ultimate or general values as a source of conflict and negotiation related norms. These norms can be found at three levels in his writings▪ First Level (for conflict goals)▪ Second Level (for conflict and struggle process)▪ Third Level (for conflict resolution)
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Deviation from normal psychological or physiological functioning caused by exigencies in the individual's immediate environment is called stress
Stressors emerge from various sources outside and within the organisation, they can be categorized as extra-organisational, organisational, group level and individual level stressors
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Stress and its Moderators: Intrinsic motivation as a moderator Social support Perceptions of subjective control Personality
Coping with Stress: Primary Interventions▪ The focus of primary interventions is on moderating or
redesigning the environment to be less stressful to the individual
Secondary Interventions▪ Secondary prevention addresses the consequences rather
than the sources of stress. Therefore, the individual has to develop and strengthen his/her resistance to that stress
Tertiary Interventions▪ Tertiary prevention is concerned with the treatment,
rehabilitation and recovery process of those individuals who have suffered or are suffering from serious ill health because of stress
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Negotiation is defined as a process by which two or more parties decide what each will give and take in the exchange
The process of negotiation may be conducted formally, or informally and subtly
Elements and the Factors affecting Negotiation: Parties Issues Alternatives Interests Negotiations Outcomes
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The negotiators not only need to know their counterparts and their needs, but also the following: alternatives to negotiated agreement the linked processes of "creating" and "claiming" value
and efforts to "change the game" itself
OR Distinguishing between the Interests, Issues and Position Knowing one’s Alternatives to the negotiated Agreement Creating and Claiming Value Changing the Game
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Integrative or collaborative bargaining is recommended for negotiating 'rights and responsibilities' as opposed to hard economic issues, in which: The parties explore options to increase the size of the
joint gain without respect to the division of payoffs
The bargaining, or negotiation, follows a joint problem-solving format and to benefit all parties
Parties under integrative bargaining recognize and define a problem, search for possible solutions to it, evaluate them, and select one that maximizes joint gain
The effectiveness of this process depends on parties’ willingness to share information combined with open communication