OBHR 330 Chapter 13

Collaboration

(High assertiveness, high cooperation) occurs when both parties work together to maximize outcomes. win win most effective form of conflict resolution

Competing

(high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for hte other party's results

Accomodating

(low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way may be better when it is an argument not worth fighting

Avoiding

(low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down. never really resolves conflict

compromise

(moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions) most common form of conflict resoution

Negotiation Stages

1. Preparation 2. Exchanging Information 3. Bargaining 4. Closing and Commitment

Integrative bargaining

Aimed at accomplishing a win-win scenario. Involves the use of problem solving and mutual respect to achieve an outcome that's satisfying for both parties. only where multiple outcomes are possible

Influence

Is the use of an actual behavior that causes behavioral or attitudinal changes in others. (Influence can be seen as directional- Most frequently occurs downward [managers influencing employees] but can also be lateral [peers influencing peers] or [employees influencing managers]) (Influence is all relative- Absolute power of the "influencer" and "influencee" isn't as important as the disparity between them.

Negotiator Biases

Perceived power relationship between the parties Negotiator emotions: positive emotions lead to integrrative, negative is more distributive

Alternative dispute regulation

a process by which two parties resolve thier ocnflicts through the use of a specially trained, neutral third party

Politcal Skill

ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

networking ability

an adeptness at identifying and developing diverse contacts

Organizational politics

can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests

1. Preparation

define goal, outline limits BATNA describes each negotiator's bottom line

Power

defined as the ability to influence behaviors of others and resist unwanted influence in return

Pressure (Influence Tactic)

demanding compliance or using intimidation or threats

expert power (personal power)

derives from a person's expertise, skill, or knowledge on which others depend

Legitimate Power (organizational power)

derives from a position of authority inside the organization and is sometime referred to as "formal authority" not as effective if used to ask for inappropriate requests

2. Exchanging information

each party makes a case for its position and attempts to put all favorable information on the table in this stage a lot of questions will be asked

Coalitions (influence tactic)

enlisting the aid or support of others to persuade the target to agree

4. Closing and commitment

entails the process of formalizing an agreement reached during the previous stage

Coercive power (organizational power)

exists when a person has control over punishments in an organization operates primarily on the principle of fear tends to result in negative feelings toward those that wield it

referent power (personal power)

exists when others have a desire to identify and be associated with a person Ex: barack obama

Reward Power (organizational power)

exists when someone has control over the resources or rewards another person wants ex: managers generally have control over raises, performance evaluations, awards, etc

visibility (contingency factor)

how aware people are of a leader's power and position; if people know the leader has a certain level of power, then the ability to influence others is high

apparent sincerity

involves appearing to others to have high levels of honesty and genuineness

interpersonal influence

involves having an unassuming and convincing personal style that's flexible enough to adapt to different situations

Distributive bargaining

involves win-lose negotiating over a "fixed-pie" of resources

Negotiations

is the process in which two or more interdependent indiviudals discuss and attemtp to come to an agreement about their different preferences

Rational Persuasion (Influence Tactic)

is the use of logical arguments and hard facts to show the target that the request is a worthwhile one

Arbitration

occurs when a third party determines a binding settlement to a dispute

Compliance

occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence

Personal Appeals (Influence Tactic)

occurs when the requestor asks for something based on personal friendship or loyalty

apprising (influence tactic)

occurs when the requestor clearly explains why performing the request will benefit the target personally benefit to the target only, not company

Consultation (influence tactic)

occurs when the target is allowed to participate in deciding how to carry out or implement a request

Internalization

occurs when the target of influence agrees with and becomes committed to the influence request

resistance

occurs when the target refuses to perform the influence request and puts forth an effort in having to do it

centrality (contingency factor)

represents how important a person's job is and how many people depend on that person to accomplish their tasks; more critical tasks and interact with others regularly = more power

Mediation

requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution

Inspirational Appeals (Influence Tactic)

tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction

discretion (contingency factor)

the degree to which managers have the right to make decisions on their own; if forced to follow organization's rules then they have less power

Substituability (contingency factor)

the degree to which people have alternatives in accessing resources ex: leaders that control resources to whihc no one else has access can use their power to gain greater influence

3. Bargaining

the goal is for each party to walk away feeling like it has gained something of value both parties likely must make concession s and give up something to get something in return

contingency factors

the strength of aperson's ability to use power to influence others

social astuteness

the tendency to observe others and accurately interpret their behavior

Ingratiation (Influence Tactic)

the use of favors, compliments, or friendly behavior to make the target feel better about the influencer Ex: suck up

Leadership

the use of power and influence to direct the activities of followers toward goal achievement

Exchange tactic (influence tactic)

used when the requestor offers a reward or resource to the target in return for performing a request