组织行为学(英文版)第11章.ppt

Chapter 11 Conflict and Negotiation Instructor: Wei Ping (Elizabeth wei ) Department: Business Administration Required Textbook: Essentials of Organizational Behavior” 10th edition. by Stephen P. Robbins Chapter 11 Conflict and Negotiation Part1 Conflict Part2 Negotiation Part1 Conflict Conflict As a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Transitions in conflict thought The traditional view The belief that all conflict is harmful and must be avoided. The human relations view The belief that conflict is a natural and inevitable outcome in any group. The interactionist view The belief that conflict is not only a positive force in a group but that is absolutely necessary for a group to perform effectively. Functional conflict: support the goals of the group and improve its performance. Dysfunctional conflict: hinder group performance. Differentiating functional from dysfunctional conflicts What differentiates functional from dysfunctional conflict? The evidence indicates that you need to look at the type of conflict: Task conflict relate to the content and goals of the work Relationship conflict focuses on interpersonal relationships Process conflict relates to how the work gets done A low-to-moderate level of task conflict consistently demonstrates a positive effect on group performance because it stimulates discussion of ideas that help groups perform better The conflict process Dimensions of conflict-handing behaviors: Conflict-management techniques Conflict-resolution techniques Superordinate goals Expansion of resources Avoidance Authoritative command Conflict-stimulation techniques Communication Bringing in outsiders Restructuring the organization Appointing a devil’s advocate Negotiation (bargaining) Definition As a process in which two or more parties exchange goods or services and attempt to agree on the exchange rat