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OSU BA 352 - Conflict, Negotiation, Power, and Politics

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Chapter 12 Conflict, Negotiation, Power, and PoliticsGreen ConflictKnowledge ObjectivesThe Nature of ConflictEffects of ConflictFunctional ConsequencesTypes of ConflictEffects of Types of Conflict on Task PerformanceCauses of ConflictUn-UnitedRosie vs. DonaldConflict EscalationConflict OutcomesResponses to ConflictNegotiationNegotiation StrategiesNegotiation TacticsThe Negotiation ProcessCostly Conflict ResolutionPowerBases of PowerAn Example of PowerStrategic Contingencies ModelOrganizational PoliticsLevels of PoliticsPolitical TacticsPolitical SkillThe Strategic LensQuestions12-1Michael A. HittC. Chet MillerAdrienne ColellaChapter 12 Conflict, Conflict, Negotiation, Negotiation, Power, and Power, and PoliticsPoliticsSlides by Ralph R. Braithwaite12-2Green ConflictGreen ConflictExploring Behavior in ActionMichael DellDo you think companies are becoming more aware of the impact of their businesses on the environment?Can the goals of environmental and conservation groups be compatible with the goals of businesses? Why or why not?What are the upside gains for businesses that become more environmentally friendly? What are the consequences if they don’t?12-3Knowledge ObjectivesKnowledge Objectives1. Explain how conflict can be either functional or dysfunctional, and distinguish among various types of conflict.2. Discuss common causes of conflict.3. Describe conflict escalation and the various outcomes of conflict.4. Explain how people respond to conflict and under what circumstances each type of response is best.5. Understand how organizations can manage conflict.6. Describe the basic negotiation process, strategies, and tactics.7. Explain why organizations must have power to function, and discuss how people gain power in organizations.8. Define organizational politics and the tactics used to carry out political behavior.12-4The Nature of ConflictThe Nature of ConflictDysfunctionalDysfunctionalConflictConflictConflictConflictFunctionalFunctionalConflictConflict12-5Effects of ConflictEffects of ConflictAdapted from Exhibit 12-1: Effects of ConflictEffects onEffects onIndividualsIndividualsEffects onEffects onBehaviorBehaviorEffects onEffects on Interpersonal InterpersonalRelationshipsRelationships12-6Functional ConsequencesFunctional ConsequencesFacilitation of Facilitation of ChangeChangeImproved Improved Problem Problem SolvingSolvingEnhanced Enhanced Morale and Morale and CohesionCohesionSpontaneity in Spontaneity in CommunicationCommunicationStimulation of Stimulation of CreativityCreativityPotential Potential Benefits of Benefits of ConflictConflict12-7Types of ConflictTypes of ConflictSubstantiveSubstantiveConflictConflictSubstantiveSubstantiveConflictConflictProceduralProceduralConflictConflictProceduralProceduralConflictConflictPersonalPersonalConflictConflictPersonalPersonalConflictConflict12-8Effects of Types of Conflict on Effects of Types of Conflict on Task PerformanceTask PerformanceAdapted from Exhibit 12-2: The Effects of Different Types of Conflict on Task PerformanceDegree of ConflictTask PerformanceHighLowLow HighSubstantive ConflictPersonal ConflictProcedural Conflict12-9Causes of ConflictCauses of ConflictConflictConflictStructural FactorsCommunicationCognitive FactorsIndividual CharacteristicsHistory12-10ExperiencingStrategic OBUn-UnitedUn-UnitedWhat were some of the conflicts that United was experiencing even before September 11, 2001?What could Jim Goodwin, United’s CEO, have done differently?How would you characterize the relationship between union and management? What could each side have done to more effectively deal with the issues the organization was experiencing?Do you think United will survive?12-11ExperiencingStrategic OBRosie vs. DonaldRosie vs. DonaldWhat was your reaction to the escalating conflict between Rosie O’Donnell and Donald Trump?Was anything ever resolved between the two of them?Do you agree that “each of the parties harmed the other but did equal harm to themselves”?What has been your experience with escalating conflict?12-12Conflict EscalationConflict Escalation12-13Conflict OutcomesConflict OutcomesDegree of Satisfaction of Party B’s ConcernLose-WinLose-WinWin-WinWin-WinDegree of Satisfaction of Party A’s ConcernLow HighHighLose-LoseLose-LoseWin-LoseWin-LoseAdapted from Exhibit 12-3: Possible Conflict OutcomesCompromiseCompromise12-14CooperativenessCompetingCompetingAvoidingAvoidingAccommodatingAccommodatingCollaboratingCollaboratingCompromisingCompromisingAssertivenessLow HighHighResponses to ConflictResponses to Conflict12-15NegotiationNegotiationA process by which parties with different preferences and interests attempt to agree on a solution.12-16Negotiation StrategiesNegotiation StrategiesDistributiveBargainingIntegrativeBargaining12-17Negotiation TacticsNegotiation TacticsDistributive TacticsIntegrative TacticsAttitudinal Structuring TacticsAdapted from Exhibit 12-4: Negotiation Tactics12-18The Negotiation ProcessThe Negotiation ProcessPreparationPreparationDeterminingDeterminingthe Negotiationthe NegotiationProcessProcessNegotiating theNegotiating theAgreementAgreementClosing theClosing theDealDealBATNA12-19ManagerialAdviceCostly Conflict ResolutionCostly Conflict ResolutionSalary negotiations – classic case of conflict•Do your homework•Determine your BATNA•Know what salary you want•Never make vague counteroffers•Avoid a hard stand – winner’s remorse•Be realistic•Be polite•Never inflate past salary or experience•Calculate benefits as part of the package•Don’t play “hard to get” when little bargaining power12-20PowerPowerThe ability of those who hold it to achieve outcomes they desire. The ability of one person to get another person to do something that he or she would not normally do. Persuasion is often the exercise of power.12-21Bases of PowerBases of PowerCoercive PowerReward PowerLegitimate PowerReferent PowerExpert Power12-22An Example of PowerAn Example of PowerMichael Eisner•Eisner had a great deal of legitimate power.•Eisner lavished attention on board members, important investors, Disney family members, and others.•Eisner limited access to and controlled key information.•Eisner divided those who might oppose him and made himself indispensable.•Eisner restricted the power of others.Did he use his power for the good of the organization?12-23Strategic Contingencies ModelStrategic Contingencies Model•People need to identify strategic contingencies faced by an


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OSU BA 352 - Conflict, Negotiation, Power, and Politics

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