Management Lecture Ch 17_5th Ed

Management Lecture Ch 17_5th Ed - CHAPTER SEVENTEEN:...

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CHAPTER SEVENTEEN: MANAGING ORGANIZATIONAL CONFLICT, POLITICS, AND NEGOTIATION OVERVIEW OF THE CHAPTER This chapter describes how managers, as leaders, exert influence over other people to achieve group and organizational goals. It also discusses the various sources of power that are available to managers that enable them to exert such influence. Why it is important for managers to develop the skills necessary to manage organizational conflict, politics, and negotiation is discussed. One major conflict resolution technique, negotiation, is described in detail and the steps managers can take to become good negotiators are outlined. The chapter closes with a discussion of organizational politics and the political strategies that managers can use to expand their power and use it effectively. LEARNING OBJECTIVES 1. Explain why conflict arises, and identify the types and sources of conflict in organizations. 2. Describe conflict management strategies that managers can use to resolve conflict effectively. 3. Understand the nature of negotiation and why integrative bargaining is more effective than distributive negotiation. 4. Describe ways in which managers can promote integrative bargaining in organizations. 5. Explain why managers need to be attuned to organizational politics, and describe the political strategies that managers can use to become politically skilled. A MANAGER’S CHALLENGE: BRIDGING CULTURES AND MINDSETS AT TOYOTA Jim Press, Chief Operating Officer and Executive Vice President of Toyota Motor Sales USA, is a master at effectively managing conflict and using power to help his company achieve record levels of revenues and profits. Press’s influence within his company, as well as the automobile industry as a whole, is derived from his ability to effectively manage the inherent conflict that exists between the U.S. consumer mindset and the traditional Japanese norms and values embraced by Toyota’s engineers and manufacturing managers. By doing so, Press has kept Toyota in tune with and responsive to U.S. customers while at the same time capitalizing upon his company’s strengths in the areas of efficiency, effectiveness, and continuous improvement. By effectively forcing change at Toyota, he will likely lead it to new heights in the U.S. auto industry. LECTURE OUTLINE I. ORGANIZATIONAL CONFLICT Jones, Contemporary Management, Fifth Edition 161
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CHAPTER SEVENTEEN: MANAGING ORGANIZATIONAL CONFLICT, POLITICS, AND NEGOTIATION 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. Conflict is an inevitable part of organizational life because the goals of different
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Management Lecture Ch 17_5th Ed - CHAPTER SEVENTEEN:...

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