Chapter_11

Chapter_11 - Instructors Manual Organizational Behavior &...

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Instructors Manual —Organizational Behavior & Management, 9 th edition Chapter Eleven: Managing Conflict and Negotiations Chapter Synopsis The chapter begins by noting that views on conflict have evolved from the perspective that it was bad and should be eliminated to the position that conflict is neither inherently good nor bad, only inevitable. The key issue now is not whether conflict exists, but how to handle it. The chapter discusses how conflict can be functional or dysfunctional in organizations, how it impacts organizational performance, the escalating stages through which it passes, and the underlying causes. The authors then describe and evaluate five managerial strategies for resolving intergroup conflict, each based on a different level of focus on internal and external concerns: dominating , accommodating , problem solving, avoiding , and compromising . A discussion of the common ways to spur functional conflict between groups (introducing an outsider into the group, altering the organization's structure, stimulating competition, and making use of programmed conflict) is included. This is followed by a review of negotiation and the tactics used therein, including win-lose, win-win, good-guy/bad-guy team, the nibble, joint problem solving, power of competition, and splitting the difference. The chapter concludes with ways to increase negotiation effectiveness. Learning Objectives After completing this chapter, students should be able to: 1. Explain the contemporary perspective on conflict. 2. Distinguish between functional and dysfunctional conflict. 3. Understand why intergroup conflict occurs. 4. Identify several consequences of dysfunctional intergroup conflict. 5. Describe five approaches for managing conflict through resolution. 6. Discuss how increased globalization has changed negotiating tactics. 7. Distinguish between win-win and win-lose negotiation. 8. Identify the major types of third-party negotiations. Key Terms functional conflict —A confrontation between groups that enhances and benefits the organization’s performance. 11-1
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Instructors Manual —Organizational Behavior & Management, 9 th edition dysfunctional conflict —A confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals. perceived conflict —The first stage of the conflict process. Perceived conflict exists when there is a cognitive awareness on the part of at least one party that events have occurred or that conditions exist favorable to creating overt conflict. felt conflict —The second stage of conflict that includes emotional involvement. It is “felt” in the form of anxiety, tension, and/or hostility. manifest conflict —The final stage in conflict. At the manifest conflict stage, the conflicting parties are actively engaging in conflict behavior. Manifest conflict is usually very apparent to noninvolved parties.
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This note was uploaded on 04/06/2012 for the course BUS 5601 taught by Professor Muth during the Spring '09 term at FIT.

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Chapter_11 - Instructors Manual Organizational Behavior &...

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