MM ORGANIZATIONAL BEHAVIOUR SHORT POWER POINR

organizational behavior ppt

1. Conflict and Negotiation Chapter Five:

2. Conflict 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. The process in which one party perceives that its interests are being opposed or negatively affected by another party Is that point in an ongoing activity when an interaction “crosses over” to become an interparty conflict.

3. Levels of conflict Intrapersonal (within an individual) Interpersonal (between individuals) Intragroup (within a group) Intergroup (between groups)

4. Sources of conflict in Organization Incompatible goals: it occurs when person or work goals seem to interfere with another person’s or department’s goals. - people with divergent goals are more likely to experience conflict. 2. Differentiation: Conflict is caused by different values and beliefs due to unique backgrounds, experiences or trainings - cultural diversity makes it difficult to understand or accept the beliefs and values that other people hold toward organizational decisions and events

5. Cont’d 3. Task interdependence: Conflict tends to increase with the level of task interdependence. - The higher the level of task interdependence, the greater the risk of conflict, because there is a greater chance that each side will disrupt or interfere with the other side’s goals. 4. Scarce resources: scarcity motivates people to compete with others who also need those resources to achieve their objectives. 5. Ambiguous rules: Ambiguous rules or complete lack of rules-breed conflict. This occurs b/c uncertainty increases the risk that one party intends to interfere with the other party’s goals.

6. Cont’d 6. Communication problems: Conflict occurs due to lack of opportunity, ability, or motivation to communicate effectively. - without direct interaction, the two sides have less psychological empathy for each other.

7. Structural approach to conflict management It involves altering the underlying structural causes of potential conflict. A. Emphasizing super ordinate goals : a common objective held by conflicting parties that is more important than their conflicting departments or individual goals. B. Reducing differentiation: is to reduce the differences that produce the conflict. C. Improving communication and understanding : communication is critical to effective conflict management. By improving the opportunity, ability and motivation to share information, employees develop less extreme perceptions of each other than relying on stereotyping and emotions.

8. Cont’d C. Reducing task interdependence: it includes if possible dividing the shared resources so that each party has exclusive use of part of it. - sequentially or reciprocally interdependent jobs might be combined so that they form a pooled interdependence. D. Increasing resources: Increase the amount of resources available to reduce conflicts that arise from resource scarcity. E. Clarifying rules and procedures: clearly established rule and regulations clarify distribution of resources, establishes changes to the terms of interdependence.

9. Cont’d Conflict stimulation: is the creation and constructive use of conflict by a manager Its purpose is to bring about situations in which differences of opinion are exposed for examination by all. A complete absence of conflict may indicate that organization is stagnant and employees are content with the status quo. Conflict resolution: is a managed effort to reduce or eliminate harmful conflict.

10. Functional versus Dysfunctional Conflict Functional Conflict Conflict that supports the goals of the group and improves its performance . Dysfunctional Conflict Conflict that hinders group performance .

11. Types of Conflict Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships . Process Conflict Conflict over how work gets done. It occurs when there is disagreement on how to achieve the goals & actually do the work.

12. Interpersonal Conflict management Interventions that alter the level of and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences. The use of resolution and stimulation techniques to achieve the desired level of conflict . Interpersonal conflict management styles- how we act toward the other person? - Win-win Orientation: the belief that the parties will find mutually beneficial solution to their disagreement. - Win-lose orientation : the belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive.

13. Cont’d

14. Cont’d Cooperativeness: Attempting to satisfy the other party’s concerns. Assertiveness: Attempting to satisfy one’s own concerns . For effective conflict management, we should learn to apply different conflict management styles to different situations

15. Cont’d A. Competing A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict. B. Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. C. Avoiding The desire to withdraw from or suppress a conflict.

16. Cont’d D. Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. E. Compromising A situation in which each party to a conflict is willing to give up something.

17. Outcomes of conflict Functional Outcomes from Conflict Increased group performance Improved quality of decisions Stimulation of creativity and innovation Encouragement of interest and curiosity Provision of a medium for problem-solving Creation of an environment for self-evaluation and change Creating Functional Conflict Reward dissent and punish conflict avoiders

18. Cont’d Dysfunctional Outcomes from Conflict Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals

19. Negotiation Negotiation A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them. Is the process in which two or more parties reach agreement on issue even though they have different preferences regarding the issue

20. Third-Party Negotiations Mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrator A third party to a negotiation who has the authority to dictate an agreement.

21. Third-Party Negotiations (cont’d) Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis. Conciliator A trusted third party who provides an informal communication link between the negotiator and the opponent.

22. Chapter SIX: Work Stress Management Stress is a response to a situation that is perceived as challenging or threatening to a person’s well-being. A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. The stress response is a complex emotion that produces physiological changes to prepare us for “fight or flight” We often hear about stress as a negative consequence of modern living. People are stressed from overwork, job insecurity, information overload, and the increasing pace of life.

23. Stress has two sides distress the degree of physiological, psychological, and behavioral deviation from healthy functioning. There is also a positive side of stress, called eustress , which refers to the healthy, positive, constructive outcome of stressful events and the stress response. Eustress is the stress experience in moderation, enough to activate and motivate people so that they can achieve goals, change their environments, and succeed in life’s challenges.

24. Inverted-U Relationship between Stress and Job Performance E X H I B I T 19 –10

25. There are three automatic defense system to help us cope with environmental demands. (stages of stress) alarm, resistance, and exhaustion. Alarm Reaction The alarm reaction stage occurs when a threat or challenge activates the physiological stress responses that we noted earlier, such as increased respiration rate, blood pressure, heartbeat, and muscle tension.

26. Resistance The person’s ability to cope with the environmental demand rises Exhaustion People have a limited resistance capacity, and if the source of stress persists, they will eventually move into the exhaustion stage.

27. Potential Sources of Stress Environmental Factors Economic uncertainties of the business cycle Political uncertainties of political systems Technological uncertainties of technical innovations Terrorism in threats to physical safety and security

28. Organizational Factors Task demands related to the job - occupation, security, etc. Role-related stressors include conditions in which employees have difficulty understanding, reconciling, or performing the various roles in their lives. Interpersonal demands created by other employees - sexual harassment, workplace violence, workplace bullying

29. Individual Factors Family and personal relationships Economic problems from exceeding earning capacity Personality problems arising from basic disposition Individual Differences Perceptual variations of how reality will affect the individual’s future Greater job experience moderates stress effects Social support buffers job stress Internal locus of control lowers perceived job stress Strong feelings of self-efficacy reduce reactions to job stress

30. The Hardy Personality The hardy personality is characterized by: a sense of personal control over events in one’s life; a tendency to attribute one’s own behavior to internal as opposed to external causes a strong commitment to work and personal relationships; not detaching oneself when the going gets tough; and an ability to view unexpected change or potential threats as challenges and opportunities for growth.

31. A high degree of hardiness reduces the negative effects of stressful events. Through development of the self competency, a person may come to reflect the attributes of the hardy personality. Recall from Chapter 1 that the self competency involves the ability to assess your own strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning The test is on page 234

32. Consequences of Stress High Levels of Stress Physiological Symptoms Behavioral Symptoms Psychological Symptoms

33. Managing Stress Individual Approaches Implementing time management Increasing physical exercise Relaxation training Expanding social support network

34. Organizational Approaches Improved personnel selection and job placement Training Use of realistic goal setting Redesigning of jobs Increased employee involvement Improved organizational communication Offering employee sabbaticals Establishment of corporate wellness programs