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Grouped Presentation Chapter #14 Conflict & Negotiation

This document summarizes key concepts from Chapter 14 on Conflict and Negotiation. It defines conflict as a process that begins when one party perceives another has negatively affected something they care about. Conflicts in organizations can stem from incompatible goals, differing facts, or behavioral expectations. Historically, conflicts were seen as inherently harmful, but the interactionist view is that some levels of task and process conflicts can be functional. The document outlines the stages of a conflict as potential opposition, cognition/personalization, intentions, and behaviors between parties. It also categorizes types of conflicts and dimensions for handling intentions cooperatively vs assertively.

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53 views12 pages

Grouped Presentation Chapter #14 Conflict & Negotiation

This document summarizes key concepts from Chapter 14 on Conflict and Negotiation. It defines conflict as a process that begins when one party perceives another has negatively affected something they care about. Conflicts in organizations can stem from incompatible goals, differing facts, or behavioral expectations. Historically, conflicts were seen as inherently harmful, but the interactionist view is that some levels of task and process conflicts can be functional. The document outlines the stages of a conflict as potential opposition, cognition/personalization, intentions, and behaviors between parties. It also categorizes types of conflicts and dimensions for handling intentions cooperatively vs assertively.

Uploaded by

momin butt
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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GROUPED PRESENTATION

CHAPTER #14
Conflict & Negotiation

Submitted to: MAA’M MAHAM


Submitted by: Mehwish khawaja
Momin Butt
Lailah
Mishal Azhar Butt
Date : 20 May,2019
Chapter 14
Conflicts and Negotiation
Conflict Defined
• A process that begin when one party perceives that another party
has negatively affected or is about to negatively affect something that
the fit part cares about.

• Encompasses a wide range of conflicts that people experience in


organization.
 incompatibility of goals
Difference over interpretations of facts
Disagreements based on behavioral expectations
Transactions in conflicts Thought
• The belief that all conflicts in harmful and must be avoided prevalent
view in the 1930-1940s

• Conflicts resulted form:


Poor communication
Lack of openness
Failure to respond to employee needs
Forms of interactionist conflict

• Functional Conflict
Conflict that supports the goals of the group ad improves its
performance

Dysfunctional Conflict
Conflict that hinder group performance
Types of interactionist conflict
• Task conflict
• Conflicts over content and goals of the work
• Low to moderate levels of this type are
• Functional

Relationship conflicts
• Conflicts based on interpersonal relationship
• Almost always Dysfunctional

Process conflict
• Conflict over how work gets done
• Low levels of ths type are functional
Conflict Process
Stage1: Potential opposition or
incompatibility
Potential means create opportunities for conflicts to arise the larger group more
specialized the great conflict
 Communication
• Semantic difficulties misunderstandings over communication and noise.
 Structure
• Size and specialization of jobs
• Jurisdictional clarity
• Member / Goal incompatibility
• Leadership style (close or participative )
• Reward system (win-lose)
• Dependence / interdependence of groups
 Personal variable
• Differing individual value system
• Personality tpes
Stage 2: Cognition and
personalization
• Important stage for two reasons:
• 1. conflict is defined
• PRECEIVED CONFLICT
• Awareness by one or more parties of the existence of conditions that
create opportunities for conflicts to arise

• 2. Emotions are expressed that have a strong impact on the eventual


outcome
• Felt conflict
• Emotional involvement in a conflict creating anxiety tenseness frustration
or hostility
Stage 3. intentions
 Intensions
Decision to act in a given way

Dimensions of conflict handling intentions


Cooperativeness
Attempting to satisfy the other party”s concerns

Assertiveness
Attempting to satisfy one”s own concerns
Stage 4: Behavior
Action and reaction of conflict parties , as a result of miscalculations
unskilled , over behaved.
• The use of resolution and stimulations techniques to achieve the
desired level of conflict

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