组织行为学清华class11

1、Chap. 13 Conflict &negotiation13.1 ConflictA process that begins when one partyperceives that another party has negatively affected,sth. That the 1st party cares about perceived;opposition or incompatibility;interaction cross over1.Transition in conflict thoughtThe traditional view-the belief that a

2、ll conflict is harmful & must be avoidedhuman relations view-the belief that conflict is a natural & inevitable outcome in any groupinteractionist view-the belief that only a positive force in a group butconflict is not absolutelynecessary for a group to perform effectively2. Functional vs. Dysfunct

3、ionalconflictConflict that supports the goals of the group & improve its performanceConflict that group performance3.The conflict process(1)Potential opposition or incompatibilityCauses(sources)- presence of necessary condition creating opportunities for conflict to arisecommunication-semantic diffi

4、culties(training, selective perception, inadequate information) , insufficient exchange of information(over commu., noise in channel(filter,different)structure-size (tenure),specialization,jurisdiction ambiguity,diverse function goals,much participationpersonal variables-authoritarian & dogmatic,low

5、 esteem;differing value systems(prejudice,evaluation)3.The conflict process(2)Cognition & personalizationPerceived conflict-awareness by 1 or moreparties of the existence ofantecedentconditions creating opportunities for conflict to arisefelt conflict-emotional involvement in a conflict creating anx

6、iety,tenseness,frustration,or hostility(personalized)important stage in the process:sense making- delineate the set of possible settlement.Emotion play a major role in shaping perception.3.The conflict process(3)intentionsDecisions to act in a given way in a conflict episodeprimary conflict-handling

7、 intentions:2 dimensions cooperativeness,assertiveness- the degree to which 1 party attempt to meet ones own concernscompeting (uncooperative,assertive) collaborating(cooperative,assertive) avoiding(uncooperative,unassertive) accommodating(cooperative,unassertive)compromising(midrange on both)guidel

8、ine,variable,consistent preference,predictable3.The conflict process(4)behavior (visible)Statement,action,reactionconflict intensity continuum(escalate along)-minor-, overtchallenging,assertive verbal attacks,threats& ultimatums,aggressive physical attacks,overt effortto destroy(functional-lower ran

9、ge;)conflict management: the use of resolution & stimulation techniques to achieve the desired level of conflictconflict resolution techniques: P-S,superordinate goals, expansion of resources,avoidance,smoothing,compromise, authoritative command,alter the human(structural) variable3.The conflict pro

10、cess(5)outcomeFunctional outcome:improve groupsperformance1.do innovative decisions-antidotefor groupthinking, challenges status quo & create new ideas; 2.positive related to production,73%;3.the ethically diverse group produce more effective ideas. the less routine the tasks,the greater the - be co

11、nstructivedysfunctional outcomes- uncontroled opposition breeds retarding of communication,reduction in cohesiveness,subordination of group goals the primacy of infighting between members,threaten groups survival;Chap. 13 Conflict &negotiation13.2 Negotiationa process in which 2 or more partiesexcha

12、nge goods or cervices & attempt to agree upon the exchange rate forthe use ofthemnegotiation & bargaining interchanges1.Bargaining Strategies(1) Distributive : Claiming valueNegotiation that seeks to divide up a fixedamountof resources;a win-lose situationessence: negotiation over who gets what shar

13、e of a fixed pie; adversaries-any gain made at your losebargaining zone: aspiration range (resistancepoint,target -) ;settlement rangeOutcome:Compromise/ split the difference;Take a position & stick to it,Argue persuasively use power tactics (bluffs, threats,commitment)1.Bargaining Strategies(2) Int

14、egrative : Creating value Negotiation that seeks 1 or more settlement that can create a win-win solutionadversaries & partners; Focus on interests than positions, Invent options for mutual gainCharacteristic Integrative amount to be I win,you loseDistributive Available resourcesFixedVariablePrimary

15、motivationswin,win Primary interestsOpposed to each otherconvergentFocus of long termrelationshipShort termconditions:open with information & candid abouttheir concern,a sensitivity to others needs,trust one another, willingness to maintain flexibility2. Negotiation processPreparation & planning-goa

16、ls(minimally acceptable,most hopeful),information gathering,develop a strategy-B alternative definition of ground rules- clarification & justification bargaining & P-Sclosure & inplementationTo N Ag3. Issues in negotiation(1) D-m biases hindering effective negotiation 1.irrational escalation of comm

17、itment;2.the mythical fixed pie;3.anchoring & adjustments;4.framing negotiation; 5.availability of information;6.the winners curse; 7.overconfidence(2) the role of personality traits in negotiation- have no significant direct effect on either the process nor outcome(3) culture differences in negotia

18、tion style1.French like conflict;2.Chinese think negotiationnever end;3. ChineseJapanese develop arelationship & a commitment to work together3. Issues in negotiationComparison: North Ame.ArabemotionRussianassertedpersuadefact,logicidealconcessionsmall in earlyall processfew,if any ignoredeadlineimp

19、ortantcasuallyverbal, nonverbal tactics during half-hoursession Japanese 55same noperformanceNorth Ame.Braziliansay “no”93.5sameno830silent periods(10 sec)interruption2.5-3 times5physical contact3. Issues in negotiation(4)3rd-party negotiationMediator:a neutral 3rd party who facilitates a negotiated

20、 solution by using reasoning,persuasion, & suggestion for alternativesarbitrator: a3rd party to a negotiation whohas the authority to dictate an agreementconciliator: a trusted 3rd party who provides an informal communication link between the negotiator & the opponentconsultant: an impartial 3rd par

21、ty,skilled in conflict management,who attempt to facilitate creative P-S through communication & analysisChap. 13 Conflict &negotiation13.3 Intergroup relations1.Factors affecting -Pooled interdependence:where 2 groups function with relative independence but their combined output contributes to -goa

22、lssequential:1 group depends on another for its inputbut the dependency is only one wayreciprocal:where groups exchange inputs,outputstask uncertainty: the greater the uncertainty in a task,the more custom the response.Conversely, lower uncertainty encompasses routine tasks withstandardized activiti

23、esinverse related toroutinization,standardization; positive related toinformation requirement.Time & goal orientation:manufacturing-short run focus, R&D; sales center on volume & share,credit2.Methods for managingAs the priority move up, the cost of the method increaserules & procedures;hierarchy; p

24、lanning;liaison roles; task force; team; integrating department3.Implications for managementCompetition-quick,decisive action is vital (in emergency),unpopular but necessarycollaboration-integrative solution when both set of concerns are too important to be compromisedavoidance-trivial,no chance,pot

25、ential disruption,cool downaccommodation-show your reasonable,cooperation,social credit & later issue,minimize loss,harmony is important, learning from mistakescompromise-equal power commited to mutually exclusive goals,temporary settlements to complex issues,expedient solution under time pressure5.Bargaining PowerBackground Factors(Power in the situation)-Attractive alternatives available,Formal roles& positions of bargainers,Centrality.Relevance& strategi