组织行为学RobbinsOB13INS15.pptVIP

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ?2009 Pearson Education, Inc. ?Publishing as Prentice Hall ? 2009 Prentice-Hall Inc. All rights reserved. Bob Stretch Southwestern College Robbins Judge Organizational Behavior 13th Edition ? 2009 Prentice-Hall Inc. All rights reserved. Conflict and Negotiation 15-* ? 2009 Prentice-Hall Inc. All rights reserved. Chapter Learning Objectives After studying this chapter, 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. ? 2009 Prentice-Hall Inc. All rights reserved. 15-* 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 ? 2009 Prentice-Hall Inc. All rights reserved. 15-* 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 ? 2009 Prentice-Hall Inc.