ORGANIZATIONAL BEHAVIOUR INTERACTIVE CONFLICT AND NEGOTITION SKILLS

PRESTNTED BY :AKANSHA SARKAR(Roll no-1) POOJA SINGH(Roll no-19) SWAROOP SATYADARSHI(Roll no-29) SAURAV RAJ(Roll no-25) NANDURI ASHA(Roll no-15)

Conflict
Situations and feeling that is the result of expectations versus areality. begins when Conflict can be defined as process that
one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

Conflict in organizational behavior

Macro
Organizational Intergroup

Interpersonal Intra individual

CONFLICT

Micro

INTRA INDIVIDUAL CONFLICT

CONFLICT DUE TO FRUSTRATION

GOAL CONFLICT
ROLE CONFLICT AND AMBIGUITY

Conflict due to frustration

Need (deficiency)

(deficiency ) Need (deficiency )

Drive (deficiency with direction) Barrier Frustration

Goal/incentive ( reduction of the drives and fulfillment of deficiencies)

Defense mechanisms 1. Aggression 2. Withdrawal 3. Fixation

4. Comprise

GOAL CONFLICT
In goal conflict two or more motives block one another. Three separate type of goal conflict are generally identified: Approach-approach conflict where the individual is motivated to approach two or more positive but mutually exclusive goals. Approach- avoidance conflict here the individual is motivated to approach a goal and the same time is motivated to avoid it. the goal contains positive and negative characterizes for the individual. Avoidance avoidance conflict, where the individual is motivated to avoid two or more negative but mutually exclusive goals.

ROLE CONFLICT AND AMBIGUITY

Role conflict exists due to the conflicting demands and expectations of individuals. There are three major types of role conflict: The person and the role- There may be conflict between the persons personality and the expectations of the roles. Intra role- This conflict created by contradictory expectations about how a given role should be played. Inter role- This conflict results from the differing requirements of two or more roles that must be played at the same time by an individual.

INTERPERSONAL CONFLICT

Interpersonal Conflict
An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources and interference from the other party from achieving their goals.

Sources Of Interpersonal Conflict

Organizational change Different sets of values Threats of status

Contrasting perception
Lack of trust Personality clashes

Incivility

Analysis Of Conflict
Conflict is not all bad.
Advantages

- Stimulates people to search for improved

approaches that lead to better result.

- Once hidden problems are brought to surface.
Disadvantages

- Co-operation and team work may

deteriorate.

- Motivation level of some employees will

be reduced.

Conflict Outcomes Model

WIN

WIN-LOSE

WIN-WIN

LOSE

LOSE-LOSE

LOSE-WIN

LOSE

WIN

Resolution Strategies
a) Avoiding b) Smoothing c) Forcing d) Compromising

e) Confronting

Intergroup Behavior and Conflict

Intergroup Behavior
Intergroup behavior is the

way groups interact with other groups. It occurs when individuals belonging to one group interact, collectively or individually, with another group or its members in terms of there reference group identification.

Intergroup conflict
Intergroup conflict is an outcome of intricacies and disagreement between two or more groups. Groups in conflict behave differently from smoothly cooperating groups. It changes both internally and in their intergroup perceptions.

 COMPETITION FOR

Conditions for explaining intergroup conflict

RESOURCES: Organizations having a limited number of resources (budgets, personnel, physical space, supplies) is a cause for it. TASK INTERDEPENDENCE: If two or more groups in the organization depend on one another in a mutual way or even in one-way direction there tends to be more conflict than if the groups are independent of one another.

 JURISDICTIONAL

AMBIGUITY :
Conflict might occur when one group attempts to assume more control or take credit for desirable activities. STATUS STRUGGLES: This conflict occurs when one group attempts to improve its status and another group views this as a threat to its place in the status hierarchy.

Intergroup conflict

Competition for resources

Status struggles

Jurisdictional ambiguity

Task interdependence

ORGANIZATION CONFLICT

What is Organizational conflict?

Organizational conflict is a

state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work.

Types of Organizational Conflict

There are three types of conflict in the organization : Task-Task conflict relates to the content and goal of the work. Process conflict -Which is related to how the work gets done. This form of conflict centres around, the process, procedures, steps or methods used to reach goal. Relationship conflicts- It focus on interpersonal relationship. They are directly between people and may be over roles style, resources or even personalities. This conflict can penetrate and damage all aspect of an organization.

Theories of Organizational Conflict

Traditional theory

conflicts are caused by trouble-makers

conflicts are bad conflicts should be avoided or suppressed

Contemporary theory

conflicts are inevitable between human beings

conflicts are often beneficial conflicts are the natural result of change conflicts can and should be managed

Resolving Organizational Conflicts

When personal conflict leads to frustration

and loss of efficiency, counselling may prove to be a helpful antidote. The nondirective approach is one effective way for managers to deal with frustrated subordinates and co-workers. Negotiate, towards a settlement with the other party. Third-party roles are very important in bringing the conflicting parties together on some common ground for negotiations.

NEGOTIATION SKILLS

NEGOTIATION SKILLS
A process in which two or

more parties exchange goods or services and attempt to agree on the exchange rate for them. In its various forms, negotiation is a common mechanism for resolving differences and allocating resources.

Traditional Negotiation Approaches

Distributive bargaining approach-

Distributive bargaining assumes a fixed pie and focuses on how to get the biggest share, or slice of the pie. Positional bargaining approachPositional bargaining is a negotiation strategy that involves holding on to a fixed idea, or position, of what you want and arguing for it and it alone, regardless of any underlying interests.

Contemporary Negotiation Skills

Whetten and Cameron suggest an integrative approach that takes an expanding the pie perspective that uses problem solving techniques to find win-win outcomes. Based on collaborating strategy.

Recent practical guidelines for effective negotiations have grouped the techniques into degrees of risk to the user as follows: Low risk negotiation techniques 1. Flattery 2. Addressing the easy point first 3. Silence 4. Inflated opening position oh , poor me

 High risk negotiation

techniques 1. Unexpected temper losses 2. High-balling 3. Boulwarism (take it or leave it) 4. Waiting until the last moment

REFERENCE

BOOKS :(12th edition)

1. LUTHANS FRED, ORGANIZATIONAL BEHAVIOUR 2. JAIN N.K., ORGANIZATIONAL BEHAVIOUR 3. STEPHEN P.R., TIMOTHY A.J. & SEEMA S.,

ORGANIZATIONAL BEHAVIOUR (13th edition)

1.

2.
3. 4.

WEBSITES :www.wikipedia.com www.abcon.com www.markbiz.files.wordpress.com www.scribd.com