1、,9,C H A P T E R,Intergroup Conflicts and Negotiations,EXPLAIN the contemporary perspective on conflict. DISTINGUISH between functional and dysfunctional conflict. DISCUSS why intergroup conflict occurs. IDENTIFY several consequences of dysfunctional and intergroup conflict. DESCRIBE five approaches
2、 for managing conflict through resolution. DISCUSS how increased globalization has changed negotiating tactics. DISTINGUISH between win-win and win-lose negotiation. IDENTIFY the major types of third-party negotiations.,9-3,Contemporary Perspective on Intergroup Conflict,CONFLICT,FUNCTIONAL Confront
3、ation between groups that enhances and benefits the organizations performance.,DYSFUNCTIONAL Confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals.,9-4,Stages of Conflict,9-5,Causes of Intergroup Conflict,9-6,Worker Interdependence
4、,Occurs when two or more organizational groups must depend on one another to complete their tasks.,Three Types (See Exhibit 9.2): Pooled interdependence Requires no interaction among groups Pooled performances determine overall success Sequential interdependence Requires one group to complete its ta
5、sk before another group can complete its task Reciprocal interdependence Requires the output of each group to serve as input to other groups,9-7,Goal Differences,Sources of ConflictMutually Exclusive GoalsLimited ResourcesDifferent Time Horizons,9-8,Perceptual Differences,Contributing Factors Status
6、 Incongruency Concerning the relative status of different groups Inaccurate Perceptions Concerning attempts to stereotype other groups Different Perspectives Concerning differing views of what is important,9-9,Consequences of Dysfunctional Intergroup Conflict,Changes Within Groups Increased group co
7、hesiveness Emphasis on loyalty Rise in autocratic leadership Focus on activity,Changes Between Groups Distorted perceptions Negative stereotyping Decreased communication,9-10,Managing Intergroup Conflict,Dominating Focus on meeting own concerns Power-oriented Force resolution on another group Accomm
8、odating Emphasis on meeting needs of other group Minimizing own concerns Seen as “giving in”,Problem Solving Emphasis on both groups concerns Seek an integrative solution Avoiding Effective and appropriate in some situations Compromising Resolution usually not ideal for both groups Good “back-up” st
9、rategy,9-11,Stimulating Constructive Group Conflict,Bringing Outside Individuals into the Group Hire or transfer in someone whose attitudes, values, and background differs Altering the Organizations Structure Reorganizing work and management to create conflict Stimulating Competition Encourage or re
10、ward conflict leading to more effective performance Making Use of Programmed Conflict Conflict that is deliberately and systematically created,9-12,Negotiations,Process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement.,9-13
11、,Win-Lose and Win-Win Negotiating,9-14,Desired Outcomes,Substantive Outcomes How the specific issue is settled Strive to gain a bigger piece of the pie,Relationship Outcomes How to maintain good relations Irrespective of substantive outcome,9-15,Model for Increasing Negotiating Effectiveness,Key Foc
12、us on Four Activities,Obtaining substantial resultsInfluencing the balance of powerPromoting a constructive climateObtaining procedural flexibility,9-16,Negotiating Globally,Rapidly increasing numbers of global negotiations occurring Require careful attention to cultures impact on style Researchers
13、note some general characteristics and tendencies by culture Impacted as well by political systems, legal policies, ideology, and traditions,See Exhibit 9.5,9-17,Improving Negotiations,Begin with a positive overture Concentrate on the negotiation issues and situational factors Try to determine opponents strategy Deter forces spawning competitive bargaining Use power when available Be open to third-party assistance Attend to the environment,
