MGT CH 17

intragroup conflict

arises within a group, team, or department. when members of the marketing department in a clothing company disagree about how they should spend budgeting advertising dollars for a new line of men's designer jeans, they are experiencing intragroup conflict

integrative bargaining

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

third-party negotiator

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

negotiation strategies for integrative bargaining

-emphasize superordinate goals -focus on the problem, not the people -focus on interests, not demands -create new options for joint gain -focus on what is fair

sources of conflict in organizations

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

types of conflict in organizations

-interpersonal conflict -intragroup conflict -intergroup conflict -interorganizational conflict

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

avoidance

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

interpersonal conflict

conflict between individual members of an organization, occurring because of differences in their goals or values. -two managers may experience interpersonal conflict when their values concerning protection of the environment differ.

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

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 attempt to achieve their objectives

negotiation

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

arbitraitor

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 foal accomplishment but also the foal accomplishment of the other party and is willing 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 oppostion

distributive negotiation

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

political strategies for exercising power

all contribute to helping managers use their power effectively -relying on objective information -bringing in an outside expert -controlling the agenda -making everyone a winner

political strategies for increasing power

all contribute to increasing a manager's power in a n organization -controlling uncertainty -being irreplaceable -being in a central position -generating resources -building alliances

inter-organizational conflict

conflict arises across organizations

Summary: negotiation

negotiation is a conflict resolution technique used when parties to a conflict have approx immediately 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 eh 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 managers 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.

intergroup conflict

occurs between groups, teams, and departments.

summary: organizational conflict

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 other's attempts to achieve their objectives. four types of conflict arising in organizations are interpersonal conflict, intragroup conflict, intergroup conflict, and interorganziational conflict. sources of conflict in organizations include different gials and time horizons, overlapping authority, task interdependancies, different evaluation or reward systems, scarce resources, and status inconsistencies. conflict management 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 the whole organization include changing an organization's structure or culture and altering the source of conflict.

summary: organizational politics

organizational politics are the activities that managers (and other members of an 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 a positive force that enables them to make needed changes in an organization. five important 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.