Final_Exam_for_MGT_4620

Final_Exam_for_MGT_4620 - Final Exam for MGT 4620 Chapter...

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Final Exam for MGT 4620 Chapter 14 : Conflict and Negotiation Thoughts of Conflict Traditional view – assumed all conflict was bad, counterproductive ; tried to eliminate conflict Human relations view – conflict is inevitable so we should accept it ; conflict isn’t good or bad Interactionist view – conflict can be good ; used to your advantage o Functional – constructive, positive ; enhances productivity o Dysfunctional – causes problems, harmful ; reduces performance, citizenship behavior, etc. o Task conflict – over content on goals we’re trying to accomplish, tasks we’re working on At low to moderate levels, can help increase productivity ; can lead to thinking about things from different perspectives o Relationship conflict – difference between interpersonal relations (different values, work ethic, etc.) ; all types of this conflict are negative o Process conflict – how to accomplish task At low levels, can be positive The conflict process Conflict-Handling Styles Approaches based on 2 dimensions: o Cooperativeness - how concerned you are with satisfying others o Assertiveness - how concerned you are with satisfying yourself
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Competing – impose your position on someone else ; assertive and uncooperative ; high concern for outcome, low concern for others (win-lose) Avoiding – avoid situation, unassertive and uncooperative ; low concern for outcome ; doesn’t turn out well for either party (lose-lose) Collaborating – satisfy your needs and others’ needs ; high concern for outcomes and others ; find a solution that works for everyone ; most effective but most difficult to achieve. Requires communication, trust, and enough options to satisfy both parties (win-win) Accommodating – give in to other person ; unassertive and highly cooperative (lose-win) Compromise – both parties give up a little bit ; most people compromise to resolve conflict Best used when: Negotiation and Bargaining Strategies Bargaining Strategy Distributive Bargaining Integrative Bargaining
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Goal Get all the pie you can Expand the pie Motivation Win-Lose Win-Win Focus Positions Interests Information Sharing Low High Duration of Relationships Short Term Long-term Keys to Negotiation: Make the first offer, and make it aggressive. Deadlines tend to work well in USA Individual Differences in negotiation Personality – can’t be too agreeable, have to be nice, don’t want to be too extroverted because they overshare Intelligence – want negotiator to be intelligent Emotions – getting angry gets more concessions in distributive bargaining in short term. Long-term, positive emotions do better. Gender – men and women do not negotiate differently. Women are not more cooperative than men.
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