Ch13mgmt - Ch 13-Managing Conflict and Negotiation 1 Conflict a modern persp Trends that conspire to make org conflict inevitable 1 constant change

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Ch. 13-Managing Conflict and Negotiation 1. Conflict: a modern persp. Trends that conspire to make org. conflict inevitable: 1. constant change. 2. greater employee diversity 3. more teams (virtual & self managed) 4. Less face to face comm. 5. global econ. w/ increased cross cultural dealings Review of conflict literature yielded def: a process in which one party perceives that its interests are being opposed or negatively affected by another party.” Perceives: sources of conflict/issues can be real or imagined. 2. Language of conflict: Fear of losing/change raises emotional stakes in conflict. Conflicts have both partic. And observers. Observers may be interested and active, others disinterested and passive. *When dealing w/ org. conflicts we need to rely less on metaphor and lang. of war and more on metaphors and lang. of opportunity and journey. Keneth Cole and Goldsmith made instructive observations: win win beats win lose in both conflict mgmt and negotiation. 3. Conflict continuum: originally, scientific mgmt experts like Frederick taylor believed all conflict threatened mgmt’s authority and had to be avoided/resolved. Later HR’s recognized inevitability of conflict and advised managers to learn to live w/ it. OB specialists realized conflict has both pos. and neg. outcomes. *work groups experiencing too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. Excessive conflict erodes org. performance b/c of political infighting dissatisfaction, lack of teamwork, and turnover. Approp. Levels and types of conflict energize ppl in constructive directions. 4. Functional vs. Dysfunctional Conflict: *Functional: serves org’s interests. Apply win win attitude and find common ground. *Dysfunctional: threatens org’s interests. People avoid conflict for: harm, rejection, loss of relationship, anger, being selfish, saying wrong thing, failing, hurting someone else, getting what you want, and intimacy.-Tim Ursiny Coward’s Guide to Conflict. 5. Antecedents of Conflict: By knowing situations of conflict, managers are better able to anticipate it and take steps to resolve it if it becomes dysfunctional. Ex: incompatible personalities/value systems, overlapping or unclear job boundaries, competition for limited resources, interdepartment/intergroup competition, inadequate comm. .interdep. tasks, org. complexity, unreasonable/unclear policies/rules, unreasonable deadlines/time pressure, collective dec. making, dec. making by consensus, unmet expectations, unresolved/suppressed conflicts. 6.
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This note was uploaded on 03/20/2008 for the course MAN 336 taught by Professor Edwards during the Spring '08 term at University of Texas at Austin.

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Ch13mgmt - Ch 13-Managing Conflict and Negotiation 1 Conflict a modern persp Trends that conspire to make org conflict inevitable 1 constant change

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