【管理类】组织行为学(9)

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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 belief that

2、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.Functional vs.Dysfuncti

3、onal 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 arise communication-semantic dif

4、ficulties(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 variables-authoritarian&dogmatic,low este

5、em;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-emotional involvement in a conflict creating anxi

6、ety,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 way in a conflict episode primary conflict-handlin

7、g 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(cooperative,unassertive)compromising(midrange on both )guidelin

8、e,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,aggressive physical attacks,overt effort to destroy(functional-lowe

9、r 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,compromise,authoritative command,alter the human(structural)variable conflict stimulati

10、on 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 groupthinking,challenges status quo&create new ideas;2.positive related to production,73%

11、;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,reduction in cohesiveness,subordination of group goals the primacy of infighting between members,thre

12、aten 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&attempt to agree upon the exchange rate for them the use of negotiation&bargaining interchanges1.Bargaining Stra

13、tegies (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 fixed pie;adversaries-any gain made at your lose bargaining zone:aspiration range(resistance point,target-);settlement range Ou

14、tcome:Compromise/split the difference;Take a position&stick to it,Argue persuasively use power tactics(bluffs,threats,commitment)1.Bargaining Strategies (2)Integrative:Creating value Negotiation that seeks 1 or more settlement that can create a win-win solution adversaries&partners;Focus on interest

15、s than positions,Invent options for mutual gain Characteristic Distributive Integrative Available resources Fixed amount to be Variable Primary motivations I win,you lose win,win Primary interests Opposed to each other convergent Focus of relationship Short term long term conditions:open with inform

16、ation&candid about their concern,a sensitivity to others needs,trust one another,willingness to maintain flexibility2.Negotiation process Preparation&planning-goals(minimally acceptable,most hopeful),information gathering,develop a strategy-B alternative To N Ag definition of ground rules-clarificat

17、ion&justification bargaining&P-S closure&inplementation3.Issues in negotiation(1)D-m biases hindering effective 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(

18、2)the role of personality traits in negotiation-have no significant direct effect on either the process 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

19、 in negotiation Comparison:North Ame.Arab Russian persuade fact,logic emotion asserted ideal 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

20、sec)3.5 5 0 interruption same same 2.5-3 times physical contact no no 5 3.Issues in negotiation (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 a

21、uthority to dictate an agreement conciliator:a trusted 3rd party who provides an 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&neg

22、otiation13.3 Intergroup relations1.Factors affecting-Pooled 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

23、,outputs task uncertainty:the greater the uncertainty in 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:manufact

24、uring-short run focus,R&D;sales center on 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 vit

25、al(in emergency),unpopular 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 impor

26、tant,learning 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,C

27、entrality.Relevance&strategic position of bargainers,Policies&precedent,Support/Influence of significant allies Contextual Factors(Power in the interaction)-Mobilize sources of power,Foster impressions of interdependence,Understand the others needs,Influence how issue are defined/agenda structured,R

28、efrains the bases for discussion6.How a third party can help Cool things down Focus on the key issues Represent the interests of the company Consider alternatives if no agreement Explore for flexibility&areas for compromise Public claiming/private creating Quick resolution at locus of problemThe inc

29、reasing importance of Negotiation skills Blurring boundaries(internal/external)New structures(flat,flexible)New managerial roles(linking,liaison)Working with limited resources Change initiative from below*Negotiation in organizations for-resources,authority,time,products&services9、静夜四无邻，荒居旧业贫。22.7.3

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