organizational conflict power point/report

Report

1. Topic 10 All Communication,Organizational Conflict, Negotiation, and Politics Prepared by: Mirasol R.Maling

2. 16 – Organizational Conflict Organizational Conflict The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives. Conflict is inevitable given the wide range of goals for the different stakeholder in the organization. Lack of conflict signals that management emphasizes conformity and stifles innovation. Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

3. 16 – Types of Conflict Interpersonal Conflict Conflict between individuals due to differences in their goals or values. Intragroup Conflict Conflict within a group or team. Intergroup Conflict Conflict between two or more teams or groups. Managers play a key role in resolution of this conflict Interorganizational Conflict Conflict that arises across organizations.

4. 16 – Sources of Conflict Lack of resources- There are times when organizations are short on resources, such as budget, money, supplies, human resources, information, and so on, which can lead to conflict and stymie progress. Differences in status and power- When one person questions another and exerts authority over them, status and power conflict occur in order to establish their power and position in the organization. Communication collapse -When there is a gap between two people in terms of ego clashes, variations in speaking styles, and nonverbal communication styles, communication collapse occurs. Misunderstandings arise as a result of poor communication, resulting in work and conflict.

5. 16 – Conflict Management Strategies Functional Conflict Resolution Handling conflict by compromise or collaboration between parties. Compromise: each party is concerned about their goal accomplishment and is willing to engage in give-and-take exchange to reach a reasonable solution. Collaboration: parties try to handle the conflict without making concessions by coming up with a new way to resolve their differences that leaves them both better off. Managers also must address individual sources of conflict.

6. 16 – Conflict Management Strategies

7. © Copyright McGraw-Hill. All rights reserved. 16 – Conflict Management Strategies

8. 16 – Negotiation Strategies for Integrative Bargaining Negotiation A method of conflict resolution in which two when parties of equal power try to find an acceptable solution by considering various alternatives to allocate resources to each other. Distributive negotiation The parties see the conflict as win-or-lose because they believe the resource base of the conflict is fixed. Integrative negotiation Parties can increase total resources by coming up with a new solution that is a win-win for both.

9. 16 – Negotiation Strategies for Integrative Bargaining

10. 16 – Organizational Politics Organizational Politics The activities managers engage in to increase their power and use it to achieve their goals or overcome resistance or opposition. Political strategies Specific tactics used to increase power and use it effectively to influence and gain the support of other people while overcoming resistance

11. 16 – The Importance of Organizational Politics Politics Can be viewed negatively when managers act in self-interested ways for their own benefit. Is also a positive force that can bring about needed change when political activity allows a manager to gain support for needed changes that will advance the organization.

12. 16 – Political Strategies for Increasing Power

13. 16 – Strategies for Exercising Power

14. 16 – Managing Organizational Change Assessing the Need for Change Recognizing that a problem exists and find its source by looking inside and outside the firm. Deciding on the change to make: determine the ideal future state. Decide what the future company will look like and what needs to be changed to get there. Implement the change A top-down change is quickest, while bottom-up change approach is more gradual but more effective at eliminating obstacles.

15. 16 – Managing Organizational Change Evaluate the Change Compare pre-change performance with post-change performance Benchmark your change to other firms in similar situations.

16. NEGOTIATION AND CONFLICT RESOLUTION  Every area necessitates the use of negotiation and conflict resolution. Negotiation is a method of resolving disagreements and conflicts among people. It is done to avoid and agree to any type of dispute or argument, whereas conflict management is a set of tactics for resolving perceived differences in a good way to resolve disputes and arguments between individuals. In any argument, people rationally aim for the best possible outcome for their point of view.

17. NEGOTIATION PROCESSES There is a procedure that contains the stages below for the desired conclusion and must be followed in an organized manner to negotiate anywhere where concerns have arisen and the subject of negotiation. 

18. 1.Preparation- This is the stage in which all facts and involvement are certain about the situation in order to clarify one’s own position, and one must know the rules and regulations of the organization in order to discuss the point on grounds and know what to refuse and accept while the negotiation is taking place.

19. 2. Discussion – This is the stage at which representatives from each side party explain their points of view and assess the current situation. To successfully negotiate the difficulties, each participant must have excellent listening, questioning, and comprehension abilities.

20. 3. Descriptive Aims- After the debate, both parties’ goals and interests are revealed, and any disagreements are resolved. All variables must be listed in order of importance so that they may be clarified and some common ground can be found. Conflict resolution is an important aspect of the negotiating process since it aids in detecting and resolving misunderstandings between the parties and produces positive results. 

21. 4. Negotiate for a WIN-WIN Situation- This is the stage in the negotiation where all parties’ points of view are taken into account and the best negotiation outcome is reached, and both parties are happy and satisfied with the result. It’s the most effective outcome. It isn’t always doable, but it can be done if goals are made. 

22. Agreement- When both parties have agreed on the outcome of the negotiation and have acknowledged each other’s perspectives and interests, it is necessary to reach an agreement so that both parties are aware of what has been decided and what steps to take following the negotiation.