【管理類】組織行為學(9)

1、Chap. 13 Conflict & negotiation13.1 Conflict A process that begins when one party perceives that another party has negatively affected,sth. That the 1st party cares about perceived;opposition or incompatibility;interaction cross over 1.Transition in conflict thought The traditional view-the beli

2、ef that all conflict is harmful & must be avoided human relations view-the belief that conflict is a natural & inevitable outcome in any group interactionist view-the belief that conflict is not only a positive force in a group but absolutely necessary for a group to perform effectively2. Fu

3、nctional vs. Dysfunctional conflict Conflict that supports the goals of the group & improve its performance Conflict that group performance3.The conflict process (1)Potential opposition or incompatibility Causes(sources)- presence of necessary condition creating opportunities for conflict to ari

4、se communication-semantic difficulties(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 participation personal varia

5、bles-authoritarian & dogmatic,low esteem;differing value systems(prejudice,evaluation)3.The conflict process (2)Cognition & personalization Perceived conflict-awareness by 1 or more parties of the existence of antecedent conditions creating opportunities for conflict to arise felt conflict-e

6、motional involvement in a conflict creating anxiety,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)intentions Decisions to act in a given

7、 way in a conflict episode primary conflict-handling intentions:2 dimensions cooperativeness,assertiveness-the degree to which 1 party attempt to meet ones own concerns competing (uncooperative,assertive) collaborating(cooperative,assertive) avoiding(uncooperative,unassertive) accommodating(cooperat

8、ive,unassertive) compromising(midrange on both ) guideline,variable,consistent preference,predictable from -3.The conflict process (4)behavior (visible) Statement,action,reaction conflict intensity continuum(escalate along)-minor -, overt challenging,assertive verbal attacks,threats & ultimatums

9、,aggressive physical attacks,overt effort to destroy(functional-lower range; ) conflict management: the use of resolution & stimulation techniques to achieve the desired level of conflict conflict resolution techniques: P-S,superordinate goals, expansion of resources,avoidance,smoothing,compromi

10、se, authoritative command,alter the human(structural) variable conflict stimulation techniques:communication,bringing in outsiders,restructuring,appointing a devils advocate3.The conflict process (5)outcome Functional outcome:improve groups performance 1.do innovative decisions-antidote for groupthi

11、nking, 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 constructive dysfunctional outcomes- uncontroled opposition breeds retarding of communication,reductio

12、n in cohesiveness,subordination of group goals the primacy of infighting between members,threaten groups survival; creating Functional conflict-reward dissent & punish avoiderChap. 13 Conflict & negotiation13.2 Negotiation a process in which 2 or more parties exchange goods or cervices &

13、 attempt to agree upon the exchange rate for them the use of negotiation & bargaining interchanges1.Bargaining Strategies (1) Distributive : Claiming value Negotiation that seeks to divide up a fixed amount of resources;a win-lose situation essence: negotiation over who gets what share of a fixe

14、d pie; adversaries-any gain made at your lose bargaining zone: aspiration range (resistance point,target -) ; settlement range Outcome: Compromise/ split the difference; Take a position & stick to it,Argue persuasively use power tactics (bluffs, threats,commitment) 1.Bargaining Strategies (2) In

15、tegrative : Creating value Negotiation that seeks 1 or more settlement that can create a win-win solution adversaries & partners; Focus on interests than positions, Invent options for mutual gain Characteristic Distributive Integrative Available resources Fixed amount to be Variable Primary moti

16、vations I win,you lose win,win Primary interests Opposed to each other convergent Focus of relationship Short term long term conditions:open with information & candid about their concern,a sensitivity to others needs,trust one another, willingness to maintain flexibility2. Negotiation process Pr

17、eparation & planning-goals(minimally acceptable,most hopeful),information gathering, develop a strategy-B alternative To N Ag definition of ground rules- clarification & justification bargaining & P-S closure & inplementation3. Issues in negotiation (1)D-m biases hindering effective

18、negotiation 1.irrational escalation of commitment;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

19、 nor outcome (3)culture differences in negotiation style 1.French like conflict;2.Chinese think negotiation never end;3. Chinese Japanese develop a relationship & a commitment to work together3. Issues in negotiation Comparison: North Ame. Arab Russian persuade fact,logic emotion asserted ideal

20、concession small in early all process few,if any deadline important casually ignore verbal, nonverbal tactics during half-hour session performance North Ame. Japanese Brazilian say “no” 9 5 83 silent periods(10 sec) 3.5 5 0 interruption same same 2.5-3 times physical contact no no 5 3. Issues in neg

21、otiation (4)3rd-party negotiation Mediator:a neutral 3rd party who facilitates a negotiated solution by using reasoning,persuasion, & suggestion for alternatives arbitrator: a 3rd party to a negotiation who has the authority to dictate an agreement conciliator: a trusted 3rd party who provides a

22、n informal communication link between the negotiator & the opponent consultant: an impartial 3rd party,skilled in conflict management,who attempt to facilitate creative P-S through communication & analysis Chap. 13 Conflict & negotiation13.3 Intergroup relations1.Factors affecting - Pool

23、ed interdependence:where 2 groups function with relative independence but their combined output contributes to -goals sequential:1 group depends on another for its input but the dependency is only one way reciprocal:where groups exchange inputs,outputs task uncertainty: the greater the uncertainty i

24、n a task,the more custom the response.Conversely, lower uncertainty encompasses routine tasks with standardized activities inverse related to routinization,standardization; positive related to information requirement. Time & goal orientation:manufacturing-short run focus, R&D; sales center o

25、n volume & share,credit 2.Methods for managing As the priority move up, the cost of the method increase rules & procedures; hierarchy; planning; liaison roles; task force; team; integrating department 3.Implications for management Competition-quick,decisive action is vital (in emergency),unp

26、opular but necessary collaboration-integrative solution when both set of concerns are too important to be compromised avoidance-trivial,no chance,potential disruption,cool down accommodation-show your reasonable,cooperation,social credit & later issue,minimize loss,harmony is important, learning

27、 from mistakes compromise-equal power commited to mutually exclusive goals,temporary settlements to complex issues,expedient solution under time pressure5.Bargaining Power Background Factors(Power in the situation) -Attractive alternatives available, Formal roles & positions of bargainers, Centrality. Rel