Bài giảng Organisational behaviour - Chapter 13 Conflict and negotiation

Conflict and negotiationChapter learning objectivesDistinguish task-related from socioemotional conflict.Discuss the advantages and disadvantages of conflict in organisations.Identify six sources of organisational conflict.Outline the five interpersonal styles of conflict management.Summarise six structural approaches to managing conflict.Outline four situational influences on negotiations.Compare and contrast the three types of third-party dispute resolution.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneConflict between Woodside and ShellExecutives at Woodside Petroleum and Royal Dutch/Shell experienced conflict when Shell recently tried to take majority ownership of the Perth-based oil and gas development company. © AFP Photo/HO3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneConflict definedThe process in which one party perceives that its interests are being opposed or negatively affected by another party.© AFP Photo/HO4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneThe conflict processSources ofconflictManifestconflictConflictoutcomesConflictperceptionsConflictemotions5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTask-related vs socioemotional conflictTask-related conflictconflict is aimed at issue, not partiesbasis of constructive controversyhelps recognise problems, identify solutions and understand the issuesSocioemotional conflictconflict viewed as a personal attackfoundation of conflict escalationleads to dissatisfaction, stress and turnover6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisational conflict outcomesDysfunctional outcomesdiverts energy and resourcesencourages organisational politicsencourages stereotypingweakens knowledge managementPotential benefitsimproves decision makingstrengthens team dynamics7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSources of conflictGoalincompatibilityDifferent valuesand beliefsGoals conflict with goals of othersDifferent beliefs due to unique background, experience, trainingCaused by specialised tasks, careersExplains misunderstanding in cross-cultural and merger relations 8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSources of conflictGoalincompatibilityDifferent valuesand beliefsTaskinterdependenceThree levels of interdependenceResourceABCPooledABCSequentialABCReciprocal9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSources of conflictGoalIncompatibilityDifferent Valuesand BeliefsTaskInterdependenceScarceResourcesAmbiguityIncreases competition for resources to fulfil goals Lack of rules guiding relationsEncourages political tactics10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSources of conflictGoalIncompatibilityDifferent Valuesand BeliefsTaskInterdependenceScarceResourcesAmbiguityCommunicationProblemsLack of opportunity reliance on stereotypesLack of abilityarrogant communication heightens conflict perceptionLack of motivation conflict causes lower motivation to communicate, increases stereotyping11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneConflict mgt styles: orientationsWin-win orientationyou believe parties will find a mutually beneficial solution to their disagreementWin-lose orientationyou believe that the more one party receives, the less the other receivestends to escalate conflict, use of power/politics12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneAssertivenessCooperativenessCompetingCollaboratingCompromisingAvoidingAccommodatingHighLowHighConflict management styles13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSuperordinate goals at Tivoli SystemsThe value of superordinate goals was apparent in a paper airplanes exercise at Tivoli Systems. Teams discovered that they succeeded by focusing on the organisation’s goals rather than fighting over conflicting goals between teams.© Ed Lallo14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneEmphasising superordinate goalsEmphasising common objectives rather than conflicting sub-goalsReducing goal incompatibility and differentiation© Ed Lallo15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneReducing differentiationRemove sources of different values and beliefsMove employees around to different jobs, departments and regionsOther ways to reduce differentiation:encourage generalist careerscommon dress code and statuscommon work experiences© Ed Lallo16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione© Gary Diggens/Toronto StarImproving communication/understandingEmployees understand and appreciate each other’s views through communicationinformal gatheringsformal dialogue sessionsteambuilding activities (such as drum circles, shown here)17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOther ways to manage conflict Reduce task interdependencedivide shared resourcescombine tasksuse buffers Increase resourcesduplicate resources Clarify rules and proceduresclarify resource distributionchange interdependence18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneYour positionsInitialTargetInitialTargetOpponent’s positionsArea ofpotentialagreementBargaining zone modelResistanceResistance19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSituational influences on negotiationLocationPhysical settingTime investment and deadlinesAudience© Corel Corp. With permission.20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneEffective negotiator behavioursPlan and set goalsGather informationCommunicate effectivelyMake appropriate concessions© Corel Corp. With permission.21 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneThird-partyconflict resolutionobjectivesEfficiencyEffectivenessProceduralfairnessOutcomefairnessThird-party objectives22 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTypes of third-party interventionMediationArbitrationInquisitionLevel ofprocess controlLevel of outcome controlHighHighLow23 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterCompetencies of effective leadersBehavioural perspective of leadershipPath-goal theory of leadershipElements of transformational leadershipWhy people inflate the importance of leadershipGender differences in leadership24 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneConflict and negotiation