ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

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

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
OBJECTIVES
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Define conflict.
2. Differentiate between the traditional, human
relations, and interactionist views of conflict.
LEARNING

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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O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

7. Identify the five steps in the negotiating

process.
8. Describe cultural differences in negotiations.
LEARNING

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 Transitions
Transitions in
in Conflict
Conflict Thought
Thought

Causes:
Causes:
•• Poor
Poorcommunication
communication
•• Lack
Lackofofopenness
openness
•• Failure
Failureto
torespond
respondto
to
employee
employeeneeds
needs
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 Transitions
Transitions in
in Conflict
Conflict Thought
Thought (cont’d)
(cont’d)

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 Functional
Functional versus
versus Dysfunctional
Dysfunctional Conflict
Conflict

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 Types
Types of
of Conflict
Conflict

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 The
The Conflict
Conflict Process
Process

EXHIBIT 14-1

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 Stage
Stage I:I: Potential
Potential Opposition
Opposition or
or Incompatibility
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
Stage II:
II: Cognition
Cognition and
and Personalization
Personalization

Conflict
ConflictDefinition
Definition

Negative
NegativeEmotions
Emotions Positive
PositiveFeelings
Feelings

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 Stage
Stage III:
III: Intentions
Intentions

Cooperativeness:
Cooperativeness:
• • Attempting
Attemptingtotosatisfy
satisfy
the other party’s
the other party’s
concerns.
concerns.
Assertiveness:
Assertiveness:
• • Attempting
Attemptingto
tosatisfy
satisfy
one’s own concerns.
one’s own concerns.

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

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

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 Dimensions
Dimensions of
of Conflict-Handling
Conflict-Handling Intentions
Intentions

EXHIBIT 14-2

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 Stage
Stage IV:
IV: Behavior
Behavior

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 Stage
Stage IV:
IV: Conflict
Conflict Resolution
Resolution Techniques
Techniques

•• Problem
Problemsolving
solving
•• Superordinate
Superordinategoals
goals
•• Expansion
Expansionof
ofresources
resources
•• Avoidance
Avoidance
•• Smoothing
Smoothing
•• Compromise
Compromise
•• Authoritative
Authoritativecommand
command
•• Altering
Alteringthe
thehuman
humanvariable
variable
•• Altering
Alteringthe
thestructural
structuralvariables
variables

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 Stage
Stage IV:
IV: Conflict
Conflict Stimulation
Stimulation Techniques
Techniques

•• Communication
Communication
•• Bringing
Bringingin
inoutsiders
outsiders
•• Restructuring
Restructuringthe
theorganization
organization
•• Appointing
Appointingaadevil’s
devil’sadvocate
advocate

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 Conflict-Intensity
Conflict-Intensity Continuum
Continuum

EXHIBIT 14-3

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

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 Bargaining
Bargaining Strategies
Strategies

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 Distributive
Distributive versus
versus Integrative
Integrative Bargaining
Bargaining

EXHIBIT 14-5

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 Staking
Staking Out
Out the
the Bargaining
Bargaining Zone
Zone

EXHIBIT 14-6

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 The
The
Negotiation
Negotiation
Process
Process

EXHIBIT 14-7

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 Issues
Issues in
in Negotiation
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
Third-Party Negotiations
Negotiations

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

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 Why
WhyU.S.
U.S.Managers
ManagersMight
MightHave
HaveTrouble
Troublein
inCross-
Cross-
Cultural
CulturalNegotiations
Negotiations

EXHIBIT 14-8

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 Conflict
Conflict and
and Unit
Unit Performance
Performance

EXHIBIT 14-9a

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Conflict
Conflictand
andUnit
UnitPerformance
Performance(cont’d)
(cont’d) EXHIBIT 14-9b

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