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 in Conflict Thought

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

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 Functional versus Dysfunctional Conflict

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 Types of Conflict

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 The Conflict Process

EXHIBIT 14-1

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 Stage I: Potential Opposition or 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 II: Cognition and Personalization

Conflict Definition

Negative Emotions Positive Feelings

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 Stage III: Intentions

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

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 Stage III: Intentions (cont’d)

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 Stage III: Intentions (cont’d)

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 Dimensions of Conflict-Handling Intentions

EXHIBIT 14-2

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 Stage IV: Behavior

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 Stage IV: Conflict Resolution 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 IV: Conflict Stimulation Techniques

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

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 Conflict-Intensity Continuum

EXHIBIT 14-3

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 Stage V: 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 V: Outcomes (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

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 Bargaining Strategies

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 Distributive versus Integrative Bargaining

EXHIBIT 14-5

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 Staking Out the Bargaining Zone

EXHIBIT 14-6

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 The
Negotiation
Process

EXHIBIT 14-7

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 Issues in 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 Negotiations

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 Third-Party Negotiations (cont’d)

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 Why U.S. Managers Might Have Trouble in Cross-
Cultural Negotiations

EXHIBIT 14-8

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 Conflict and Unit Performance

EXHIBIT 14-9a

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Conflict and Unit Performance (cont’d) EXHIBIT 14-9b

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