Transcript lecture19.conflict, negotiation and stress management.vu.ppt

Organizational Behavior
Lecture 19
Dr. Amna Yousaf
PhD (HRM)
University of Twente, the
Netherlands
Recap Lecture 18
• LMX Theory
• Inspirational Approaches to Leadership
– Transformational Leaders
– Transactional Leaders
– Laissez-Faire Leadership
– Ethical Leadership
– Self Leadership
– Mentoring
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14–1
Conflict, Negotiation and Stress
Management
Lecture 19
Learning Objectives
• you should be able to:
– Define conflict.
– Differentiate between the traditional, human relations,
and interactionist views of conflict.
– Outline the conflict process.
– Define negotiation.
– Contrast distributive and integrative bargaining.
– Apply the five steps in the negotiation process.
– Show how individual differences influence negotiations.
– Assess the roles and functions of third-party negotiations.
– Describe cultural differences in negotiations.
– Stress Management
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15-3
Conflict Defined
• A process that begins when one party perceives
that another party has negatively affected, or is
about to negatively affect, something that the
first party cares about
– That point in an ongoing activity when an interaction
“crosses over” to become an interparty conflict
• Encompasses a wide range of conflicts that
people experience in organizations
– Incompatibility of goals
– Differences over interpretations of facts
– Disagreements based on behavioral expectations
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15-4
Transitions in Conflict Thought
• Traditional View of Conflict
– The belief that all conflict is harmful and must be
avoided
– Prevalent view in the 1930s-1940s
• Conflict resulted from:
– Poor communication
– Lack of openness
– Failure to respond to employee needs
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15-5
Continued Transitions in Conflict
Thought
• Human Relations View of Conflict
– The belief that conflict is a natural and inevitable
outcome in any group
– Prevalent from the late 1940s through mid-1970s
• Interactionist View of Conflict
– The belief that conflict is not only a positive force
in a group but that it is absolutely necessary for a
group to perform effectively
– Current view
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15-6
Forms of Interactionist Conflict
• Functional Conflict
– Conflict that supports the goals of the group and
improves its performance
• Dysfunctional Conflict
– Conflict that hinders group performance
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15-7
Types of Interactionist Conflict
• Task Conflict
– Conflicts over content and goals of the work
– Low-to-moderate levels of this type are FUNCTIONAL
• Relationship Conflict
– Conflict based on interpersonal relationships
– Almost always DYSFUNCTIONAL
• Process Conflict
– Conflict over how work gets done
– Low levels of this type are FUNCTIONAL
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15-8
The Conflict Process
• Stage I: Potential Opposition or Incompatibility
– Communication
• Semantic difficulties, misunderstandings, and “noise”
– Structure
•
•
•
•
•
•
Size and specialization of jobs
Jurisdictional clarity/ambiguity
Member/goal incompatibility
Leadership styles (close or participative)
Reward systems (win-lose)
Dependence/interdependence of groups
– Personal Variables
• Differing individual value systems
• Personality types
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15-9
Stage II: Cognition and Personalization
• Important stage for two reasons:
1. Conflict is defined
• Perceived Conflict
– Awareness by one or more parties of the existence of
conditions that create opportunities for conflict 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
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15-10
Stage III: Intentions
• Intentions
– Decisions to act in a given way
– Note: behavior does not always accurate reflect intent
• Dimensions of conflict-handling intentions:
– Cooperativeness
• Attempting to satisfy
the other party’s
concerns
– Assertiveness
• Attempting to satisfy
one’s own concerns
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15-11
Stage III: Intentions
•
•
•
•
•
Competing
Collaborating
Avoiding
Accommodating
Compromising
13-12
Intentions
13-13
Stage IV: Behavior
• Conflict Management
– The use of resolution and stimulation techniques
to achieve the desired level of conflict
• Conflict-Intensity Continuum
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15-14
Conflict Resolution and Stimulation
Techniques
–
–
–
–
–
–
–
–
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering the human
variable
– Altering the structural
variables
– Communication
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– Bringing in outsiders
– Restructuring the
organization
– Appointing a devil’s
advocate
15-15
Stage V: Outcomes
• Functional
• Dysfunctional
– Increased group performance
– Development of discontent
– Improved quality of decisions
– Reduced group effectiveness
– Stimulation of creativity and
innovation
– Retarded communication
– Encouragement of interest
and curiosity
– Provision of a medium for
problem-solving
– Creation of an environment
for self-evaluation and
change
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– Reduced group cohesiveness
– Infighting among group
members overcomes group
goals
• Creating Functional Conflict
– Reward dissent and punish
conflict avoiders
15-16
Negotiation
• Negotiation (Bargaining)
– A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them
• Two General Approaches:
– Distributive Bargaining
• Negotiation that seeks to divide up a fixed amount of
resources; a win-lose situation
– Integrative Bargaining
• Negotiation that seeks one or more settlements that can
create a win-win solution
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15-17
Bargaining Tactics and the Bargaining
Zone
• Distributive Tactics
– Make an aggressive first offer
– Reveal a deadline
• Integrative Tactics
– Bargain in teams
– Put more issues on the table
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15-18
Individual Differences in Negotiation
Effectiveness
• Personality Traits
– Extroverts and agreeable people weaker at distributive
negotiation – disagreeable introvert is best
• Mood and Emotion
– Ability to show anger helps in distributive bargaining
– Positive moods and emotions help integrative bargaining
• Gender
– Men and women negotiate the same way, but may experience
different outcomes
– Women and men take on gender stereotypes in negotiations:
tender and tough
– Women are less likely to negotiate
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15-19
Third-Party Negotiations
• Four Basic Third-Party Roles
– Mediator
• A neutral third party who facilitates a negotiated solution by using
reasoning, persuasion, and suggestions for alternatives
– Arbitrator
• A third party to a negotiation who has the authority to dictate an
agreement.
– Consultant
• An impartial third party, skilled in conflict management, who
attempts to facilitate creative problem solving through
communication and analysis
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15-20
Global Implications
• Conflict and Culture
– Japanese and U.S. managers view conflict differently
– U.S. managers more likely to use competing tactics while
Japanese managers are likely to use compromise and
avoidance
• Cultural Differences in Negotiations
– Multiple cross-cultural studies on negotiation styles, for
instance:
• American negotiators are more likely than Japanese bargainers to
make a first offer
• North Americans use facts to persuade, Arabs use emotion, and
Russians used asserted ideals
• Brazilians say “no” more often than Americans or Japanese
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15-21
Summary and Managerial Implications
• Conflict can be constructive or destructive
• Reduce excessive conflict by using:
– Competition
– Collaboration
– Avoidance
– Accommodation
– Compromise
• Integrative negotiation is a better long-term
method
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15-22
Work Stress and Its Management
Demands
The loss of something
desired.
Resources
Things within an
individual’s control
that can be used to
cope with demands.
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Too Much Work, Too Little Time
With companies downsizing workers, those who
remain find their jobs are demanding increasing
amounts of time and energy. A national sample of
U.S. employees finds that they:
Feel overworked
54%
Are overwhelmed by workload
55%
Lack time for reflection
59%
Don’t have time to complete tasks
56%
Must multi-task too much
45%
Source: Business Week, July 16, 2001, p. 12.
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Work Stress and Its Management
Stress
A dynamic condition in which an individual is
confronted with an opportunity, constraint,
or demand related to what he or she desires
and for which the outcome is perceived to
be both uncertain and important.
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A Model of Stress
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Potential Sources of Stress
• Environmental Factors
– Economic uncertainties of the business cycle
– Political uncertainties of political systems
– Technological uncertainties of technical
innovations
– Terrorism in threats to physical safety and security
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Potential Sources of Stress
• Organizational Factors
– Task demands related to the job
– Role demands of functioning in an organization
– Interpersonal demands created by other
employees
• Individual Factors
– Family and personal relationships
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Potential Sources of Stress (cont’d)
– Personality problems arising from basic disposition
• Individual Differences
– Perceptual variations of how reality will affect the
individual’s future
– Greater job experience moderates stress effects
– Social support buffers job stress
– Internal locus of control lowers perceived job stress
– Strong feelings of self-efficacy reduce reactions to job
stress
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Consequences of Stress
High Levels
of Stress
Physiological
Symptoms
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Psychological
Symptoms
Behavioral
Symptoms
Inverted-U Relationship between
Stress and Job Performance
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EXHIBIT
19–10
Managing Stress
• Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network
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Managing Stress
• Organizational Approaches
– Improved personnel selection and job placement
– Training
– Use of realistic goal setting
– Redesigning of jobs
– Increased employee involvement
– Improved organizational communication
– Offering employee sabbaticals
– Establishment of corporate wellness programs
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Chapter Check-Up: Stress
Identify 5 sources of stress in your life
currently. Discuss with a classmate the
types of programs you would look for in
an organization that would be able to
help you manage those 5 sources of
stress.
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Thank You