组织行为学——第13章 冲突与谈判.pptVIP

13-* 1.定义冲突，区分冲突的传统观、相互作用观及冲突管理观； 2.概括冲突的过程； 3.比较分配谈判和综合谈判； 4.应用谈判过程的五个步骤； 5.说明个体差异对谈判过程有什么影响； 6.描述谈判中的文化差异。 本章小结 * Conflict primarily deals with perception. If nobody thinks there is conflict then no conflict exists. Conflict can be experienced in an organization through many different avenues. It can be that the goals of the individuals are incompatible or there is a difference in opinion over the interpretation of facts. Many conflicts also arise through disagreements about how people should behave. * The traditional view of conflict believes that conflict is bad and it should be avoided as much as possible. This view was more prevalent in the 1930’s and 40’s than it is today. This view held that conflict was the result of poor communication, lack of openness or failure to respond to employee needs. All these things are negative and can be fixed. Thus management thought that conflict could be fixed and should be fixed. The interactionist view of conflict does recognize that even though functional conflict can support the group’s goals and improve their performance there is also dysfunctional conflict that hinders group performance. This type of conflict should be avoided, controlled or minimized as much as possible. The Resolution or managed conflict view recognizes the problems with creating conflict. And although they see conflict as inevitable in organizations, they believe we should work towards more productive methods of conflict resolution. * Functional conflict will work towards improving group performance where dysfunctional conflict will hinder group performance. You can assess the focus of conflict by looking at either task, relationship or process. * Task conflict arises when there is conflict over the content and or goals of the work. If this type of conflict exists at low to moderate levels then this is a functional conflict that can help individuals seek clarification or new ideas on how to accomplish their goals. Relationship c