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Organizational Behavior Week 8 of notes

by: Nicole Rossi

Organizational Behavior Week 8 of notes MGT 06300 - 6

Marketplace > Rowan University > Business, management > MGT 06300 - 6 > Organizational Behavior Week 8 of notes
Nicole Rossi
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Week 8 of notes
Organizational Behavior
Yang Yang
Class Notes
Org Behavior
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This 4 page Class Notes was uploaded by Nicole Rossi on Friday March 11, 2016. The Class Notes belongs to MGT 06300 - 6 at Rowan University taught by Yang Yang in Spring 2016. Since its upload, it has received 11 views. For similar materials see Organizational Behavior in Business, management at Rowan University.

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Date Created: 03/11/16
Notes for March 10th Conflict and Negotiation in the Workplace Types of Conflict: Constructive/Relationship Constructive: task oriented  parties focus on the issue while maintaining respect for people having other points of view  try to understand the logic and assumptions of each positions Relationship: socioemotional  parties focus on adversary rather than the issue as the source of conflict  try to undermine each other’s worth/competence  accompanied by strong negative emotions (drive to defend) Minimizing Relationship Conflict: Goal: encourage constructive conflict, minimize relationship conflicts Problem: relationship conflict often develops when engaging in constructive conflict Three conditions that minimize relationship conflict during constructive conflict: o increase emotional intelligence o cohesive team o supportive team norms Sources of Conflict:  Incompatible goals: one party’s goal perceive to interfere with other’s goals  Differentiation: different values/beliefs  Interdependence: greater chance that parties will disrupt or interfere with each other  Scarce resources: motives competitive  Ambiguous rules: create uncertainty, encourage political tactics  Communication problems: increase stereotyping, escalates conflict 5 Conflict Handling Styles: they come from two dimensions: assertiveness, and cooperativeness  Forcing (competing)  Problem Solving (collaborating)  Yielding (accommodating)  Avoiding  Compromising Conflict Handling Contingencies:  General consideration: o the criticality of the central conflict issue o relative power o perceived aggressive intent of the other party o time constraint  Problem Solving: best when: o interests are not perfectly opposing o parties have trust/openness o issues are complex  Forcing: best when: o you have a deep conviction about your position o quick resolution required o other party would take advantage of cooperation Problems: relationship conflict, long term relationship  Avoiding: best when: o conflict is emotionally-charged (relationship conflict) o conflict resolution cost is higher than benefits Problems: doesn’t resolve conflict, frustration  Yielding: best when: o other party has much more power o issue is much less important to you than the other party o value/logic of your position is imperfect problem: increases other’s expectations ; imperfect solutions  Compromising: best when: o parties have equal power o quick solution is required o parties lack trust/openness problem: sub-optimal Types of Third Party Intervention: PART TWO Negotiation: a way to reach agreements with others Negotiation Preparation: BATNA: (best alternative to a negotiated agreement) status quo or another option? Target Point: (your goal) What is your goal? Resistance Point: At what point should you walk away? Bargaining Zone: Range between own and counterpart’s reservation prices The Other Party: Distributive Strategies: Anchoring (Strategy 1): o making a first offer that’s very favorable to you o prepare and share a legit rationale o use precise numbers  Re-anchoring: o making a counter-offer based on your target price o ask counterpart to explain reasoning o flinch, stare, and wait for a response o ask counterpart to try again o threaten to walk away (but only if you’re willing to do it)  Managing Time (Strategy 2): o Apply time pressure through an “exploding offer” o or prolong the process to obtain the other party’s commitment  Managing Concessions (Strategy 3): o Allow yourself room to make concessions o signal information with your concessions o develop a rationale around each of your concessions Integrative Strategies: Sharing Information Selectively (Strategy 1): o “mutual striptease” o base reactions on tit-for-tat  Discovering Priorities (Strategy 2): o Ask counterpart “why this is important to you?” o Reveal priorities among issues o ask counterpart to rank order as well Packaging Issues (Strategy 3): o Make multi-issue offers o make multiple offers simultaneously


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