ch11mgt110

Zero-sum game

" Success of one employee means the failure of another " Can lead to intense conflict

Mixed-motive situation

-Employees are rewarded for competing but told to work toward the departments overall outcome as a whole

2 Points to decide to negotiate or not

1) Whether an issue that appears to be nonnegotiable truly is 2) If there is no way to create added value for yourself, you should not be negotiating

Outcomes of Ideal Negotiation

1. All parties believe they made a good deal 2. The relationship is maintained or even improved 3. Each negotiators constituents are satisfied with the agreement

One of Haley's best workers wants to work from 7 a.m. to 3 p.m. instead of the regular 9 a.m. to 5 p.m. shift for the next two weeks while her son plays in the championship series at a school across town. This arrangement will not hinder the employee's work. What should Haley do?

Accommodate

Dan decided that the conflict situation he is facing with his boss is low in issue importance. He needs to resolve this conflict fairly quickly and stay on the boss's good side. What conflict management style should he use?

Accommodation

BATNA: Best Alternative to a Negotiated Agreement

Alternative left if a negotiated agreement is not reached

Carl decided that the conflict situation he faces with his fellow department heads at a remote location is not that important. The issue is trivial, and he rarely works with anyone from that location. The issue should be resolved soon. What conflict management style should he use?

Avoidance

Due to budget restrictions, a business school could afford to hire only one new faculty member for the next academic year. However, the school needed additional faculty members in both finance and marketing. Two hours into a heated meeting with the department chairpersons, the dean excused herself saying she had another meeting to attend to. What conflict management style did the dean use?

Avoidance

_____ value the insight they gain from learning about other parties' interests and perspectives during the conflict resolution process.

Collaborators

Informational factors

Come into play when people have developed their point of view on the basis of a different set of facts

Mabel, a sales manager, just received new rules and regulations from her company's headquarters about the use of expense accounts. Dan and Trey, two of her best salespeople, have ignored other corporate directives with impunity. Law, however, requires these changes. Mabel knows there will be objections to the changes. What conflict resolution strategy must Mabel use?

Competition

Mick decided that the conflict situation with his junior staff members is high in issue importance and low in relationship importance. He needs to resolve this conflict fairly quickly. What conflict management style should he use?

Competition

Due to budget restrictions, a business school could afford to hire only one new faculty member for the next academic year. However, the school needed additional faculty members in both finance and marketing. After a lengthy discussion, it was decided that the budget would be shared and part-time instructors would be hired for the next year. What kind of conflict management strategy was used?

Compromise

Which of the following is part of the Thomas-Kilmann Conflict Resolution Grid?

Compromise

Which of the following is an example of conflict caused by environmental factors?

Conflicts over trivial problems when work procedures in a company are changed with little notice to the employees.

Research shows that people in conflict with a co-worker are most likely to:

Discuss the issue

Research shows that people in conflict with an employee are least likely to:

Discuss with a co-worker

Collaborating

Dominant and supportive, assertive and collaborative; finds solution that fully satisfies the concerns of both parties; good to gain commitment by incorporating everyone's concerns

Compromising

Finding some expedient, mutually acceptable solution that partially satisfies everyone involved; appropriate when conflict has significant role factors or to arrive at solution under time pressures

Billy's department is in an uproar. His most senior workers, Greta and Libby, are at the point of refusing to be in the same room at the same time. Billy investigated the problem and found that Greta established new procedures based on a corporate memo written in October last year. Libby refused to follow the procedures because of the follow-up memo written two weeks later. When Billy showed Greta and Libby both documents, the conflict ended. What was the source of the conflict?

Informational factors

Which of the following is a disadvantage of employing the collaborative conflict management style?

It does not save time

Which of the following statements is true about task conflict?

It stimulates evidence-based discussions.

Which of the following statements is true about relationship conflict?

It threatens productivity and interferes with the effort people put in a task,

Which of the following statements is a negative effect of conflict?

Leaders tend to rely on authoritarian decisions.

Which of the following statements apply when using competition as a conflict resolution strategy?

Make sure people know exactly what they are required to do.

Which of the following indicators shows that a party will be competitive, rather than cooperative, during negotiations?

Negotiating issues are primarily financial.

Negotiation prep

Organize issues; talk to people in similar negotiations, constituents, talk in advance to other parties; research party to be negotiated with;

Which of the following statements is a positive effect of conflict?

People are motivated to understand others' positions and ideas.

_____ factors exert their influence and give rise to conflicts when people have different images or interpretations of the same thing.

Perceptual

Paola, a corporate trainer, was sent to the Michigan plant as a last-minute replacement to train a batch of new employees on work behaviors. Paola's brother-in-law Ramon, a machinist in the Michigan plant, happened to be part of the batch Paola was to train. On the first day of class, before she could realize, Ramon was hugging her in front of the whole class. Paola could not help but frown and said, "Either settle down or leave. I have to teach these people proper work behaviors! I'll talk to you during the break." What factor caused this conflict?

Role

Environmental factors

Scarce resources, uncertainty, degree to which competition is present

Avoiding

Submissive non-supportive, unassertive and uncooperative; People do not immediately pursue their own concerns or those of others; can be good to delay until more appropriate time; set time limits, goals for time-out period

Accommodation

Supportive and submissive, unassertive and cooperative; individuals neglect their own concerns to satisfy the concerns of others; helpful is issue is not very important; acknowledge the accommodation/have a rationale

From a skills perspective, which of the following serves as a key point for managers while negotiating and mediating conflict?

There is a significant body of evidence regarding different styles of conflict resolution

Research shows that people in conflict with a boss are least likely to:

Try to convince

For which of the following situations would avoidance be an appropriate conflict management strategy?

When the issue can be addressed at a specific but later time.

Pareto-efficient outcome

an agreement that leaves both parties better off and no other change could bolster both equally

When selecting a conflict management style to resolve a conflict where the need is for justice rather than mercy, choose to:

compete rather than accommodate.

Competition

dominant, non supportive; individuals pursue their own concerns aggressively at the expense of others: be direct, explain later, use strategy selectively

Leverage of Legitimacy

giving the impression the issue is not negotiable

Leverage of Limited Authority

having limited authority to negotiate can be helpful in some circumstances

The negotiation process begins with:

negotiation preparation.

To help parties involved trust a mediator, the mediator should:

stay neutral and not pick sides.

In organizations, the two kinds of conflicts that generally occur are:

task and relationship.

Task conflict occurs over

tasks, ideas, and issues; can be beneficial if at an optimal level

Leverage of Timing

telling the party you want to leave to think about the deal

According to research conducted, choice of conflict management style is based most often on:

the dominant conflict management style of the person.

Thomas-Kilmann's 5 Conflict Resolution Strategies

• Accommodating • Avoiding • Compromising • Competing • Collaborating

Conflict

• An inevitable part of organizational life • Is not always bad, but can be very destructive if left unchecked • Different kinds of conflict • Different styles of conflict resolution • Significant portion of managers job is negotiating

Task-centered disputes

• Debates over competing ideas, proposals, interests, or resources • Emotions usually run cooler than in relationship-centered disputes

Perceptual factors

• Exert their influence when people have different images or interpretations of the same thing • Each person selects the data that supports their point of view and devalues information that does not support it

Personal factors

• Incompatible personal values • Different personalities • Differing long and short-term goals • Can become bitter arguments with moral overtones

Role factors

• People believe that their roles within an organization are in conflict • Turf associated with their position is being usurped

Relationship-centered disputes

• Stem from what has transpired between two or more people • Often deteriorate into name-calling, resentment, etc. • Sometimes outside of the scope of the manager to mediate • Manager may need to reassign conflicting parties