Business 340 Chp 17

avoidance

an ineffective conflict handling approach in which the parties try to ignore the problem and do nothing to resolve their differences

integrative bargaining

cooperative negotiation in which the parties in conflict work together to achieve a resolution that is good for them both

lo 17-2

describe conflict management strategies that managers can use to resolve conflict effectively

lo 17-4

describe ways in which managers can promote integrative bargaining in organizations

lo 17-1

explain why conflict arises, and identify the types and sources of conflict in organizations

lo 17-5

explain why managers need to be attuned to organizational politics, and describe the political strategies that managers can use to become politically skilled

Political Strategies for Gaining and Maintaining Power

- Controlling uncertainty - making oneself irreplaceable - being in a central position - generating resources - building alliances

strategies of conflict resolution focused on the whole organization

- changing an organization's structure or culture - altering the source of conflict

strategies of conflict resolution focused on individuals

- increasing awareness of the sources of conflict - increasing diversity awareness and skills - practicing job rotation or temporary assignments - using permanent transfers or dismissals when necessary

Strategies to Encourage Integrative Bargaining

1 - Emphasizing Superordinate Goals 2 - Focusing on the Problem, Not the People 3 - Focusing on Interests, Not Demands 4 - Creating New Options for Joint Gain 5 - Focusing on What Is Fair

Political Strategies for Exercising Power

1. Relying on objective information 2. Bringing in an outside expert 3. Controlling the agenda 4. Making everyone a winner

negotiation

a method of conflict resolution in which the parties consider various alternative ways to allocate resources to come up with a solution acceptable to all of them

arbitrator

a third-party negotiator who can impose what he or she thinks is a fair solution to a conflict that both parties are obligated to abide by

mediator

a third-party negotiator who facilitates negotiations but has no authority to impose a solution

collaboration

a way of managing conflict in which both parties try to satisfy their goals by coming up with an approach that leaves them better off and does not require concessions on issues that are important to either party

compromise

a way of managing conflict in which each party is concerned about not only its own goal accomplishment but also the goal accomplishment of the other party and is willing to engage in a give-and-take exchange and make concessions

organizational politics

activities that managers engage in to increase their power and to use power effectively to achieve their goals and overcome resistance or opposition

distributive negotiation

adversarial negotiation in which the parties in conflict compete to win the most resources while conceding as little as possible

third-party negotiator

an impartial individual with expertise in handling conflicts and negotiations who helps parties in conflict reach an acceptable solution

competition

an ineffective conflict handling approach in which each party tries to maximize its own gain and has little interest in understanding the other party's position and arriving at a solution that will allow both parties to achieve their goals

accommodation

an ineffective conflict handling approach in which one party, typically with weaker power, gives in to the demands of the other, typically more powerful party.

sources of conflict in organizations

incompatible goals and time horizons, overlapping authority, task interdependencies, incompatible evaluation or reward systems, scarce resources, status inconsistencies

types of conflict

interpersonal, intragroup, intergroup, and interorganizational

organizational conflict

the discord that arises when the goals, interests, or values of different individuals or groups are incompatible and those individuals or groups block or thwart one another's attempts to achieve their objectives

lo 17-3,17-4 summary

negotiation is a conflict resolution technique used when parties to a conflict have approximately equal levels of power and try to come up with an acceptable way to allocate resources to each other. in distributive negotiation, the parties perceive that there is a fixed level of resources for them to allocate, and they compete to receive as much as possible at the expense of the other party, not caring about their relationship in the future. in integrative bargaining, both parties perceive that they may be able to increase the resource pie by coming up with a creative solution to the conflict, trusting each other, and cooperating with each other to achieve a win-win resolution. five strategies that mangers can use to facilitate integrative bargaining are to emphasize superordinate goals; focus on the problem, not the people; focus on interests, not demands; create new options for joint gain; and focus on what is fair.

lo 17-1, 17-2 summary

organizational conflict is the discord that arises when the goals, interests, or values of different individuals or groups are incompatible and those individuals or groups block or thwart each others attempts to achieve their objectives. four types of conflict arising in organizations are interpersonal conflict, intragroup conflict, intergroup conflict, and interorganizational conflict. sources of conflict in organizations include different goals and time horizons, overlapping authority, task interdependencies, different evaluation or reward systems, scarce resources, and status inconsistencies. conflict management strategies strategies focused on individuals include increasing awareness of the sources of conflict, increasing diversity awareness and skills, practicing job rotation or temporary assignments, and using permanent transfers or dismissals when necessary. strategies focused on the whole organization include changing an organization's structure or culture and altering the source of conflict.

lo 17-5 summary

organizational politics are the activities that managers (and other members of the organization) engage in to increase their power and to use power effectively to achieve their goals and overcome resistance or opposition. effective managers realize that politics can be positive force that enables them to make needed changes in an organization. five important political strategies for gaining and maintaining power are controlling uncertainty, making oneself irreplaceable, being in a central position, generating resources, and building alliances. political strategies for effectively exercising power focus on how to use power unobtrusively and include relying on objective information, bringing in an outside expert, controlling the agenda, and making everyone a winner.

political strategies

tactics that managers use to increase their power and to use power effectively to influence and gain the support of other people while overcoming resistance or opposition

lo 17-3

understand the nature of negotiation and why integrative bargaining is more effective than distributive negotiation