《组织行为管理学》英文版 chap 9 Intergroup Conflicts aind Negotiations

Organizational Behavior and Management Sixth Edition lvanceyich Matteson

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved

CHAPTER 9 Intergroup Conflicts and Negotiations exPLain the contemporary perspective on conflict DISTINGUISH between functional and dysfunctional conflict oDISCUSS why intergroup conflict occurs OIDENTIFY several consequences of dysfunctional and Intergroup contlict DESCRIBE five approaches 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

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 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 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 DYSFUNCTIONAL Confrontation between groups Confrontation or interaction that enhances and benefits the between groups that harms the organizations performance organization or hinders the achievement of organizational goals Mcgraw-hillarwin Copyright@ 2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 9-3 Contemporary Perspective on Intergroup Conflict CONFLICT FUNCTIONAL Confrontation between groups that enhances and benefits the organization’s performance. DYSFUNCTIONAL Confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals

9-4 Stages of Conflict PERCEIVED Cognitive awareness FELT Emotional involvement MANIFEST Acted upon Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 9-4 FELT Emotional involvement Stages of Conflict MANIFEST Acted upon PERCEIVED Cognitive awareness

9-5 Causes of Intergroup Conflict Worker Interdependence INTERGROUP Goal Differences CONFLICT Perceptual Differences Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. Allrgnits reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 9-5 Causes of Intergroup Conflict INTERGROUP CONFLICT Perceptual Differences Goal Differences Worker Interdependence

9-6 Worker Interdependence Occurs when two or more organizational groups must depend on one another to complete their tasks. Three Types see Exhibit 9.2) Pooled interdependence o Requires no interaction among groups Pooled performances determine overallsuccess Sequential interdependence Requires one group to complete its task before anothergroup can completes task Reciprocal interdependence Requires the output ofeach group to serve as input to other groups Megraw-Hilllarwin Copyright O2002 by The McGraw-Hill Conpa Jnic All rg/its reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 9-6 Worker Interdependence 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 task 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 conflict Mutually Exclusive goals Limited resources Different Time Horizons Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 9-7 Goal Differences Sources of Conflict Mutually Exclusive Goals Limited Resources Different Time Horizons

9-8 Perceptual Differences Contributing Factors Status Incongruency e Concerning the relative status of different groups Inaccurate Perceptions Concerning attempts to stereotype other groups Different Perspectives Concerning differing views of what is important Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 9-8 Perceptual Differences Contributing Factors Status 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 Changes Between Groups Groups iNcreased group o Distorted perceptions conesiveness nEgative stereotyping Emphasis on loyalty . Decreased ● Rise in autocratic communication leadershi ayp ° Focus on activity 了 Mcgraw-hillarwin Copyight o 2002 by The M Grace Hill Companies, Inc all rihts resered y

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 9-9 Consequences of Dysfunctional Intergroup Conflict Changes Within Groups ⚫Increased group cohesiveness ⚫Emphasis on loyalty ⚫Rise in autocratic leadership ⚫Focus on activity Changes Between Groups ⚫Distorted perceptions ⚫Negative stereotyping ⚫Decreased communication

Managing Intergroup Conflict Dominating Problem Solving ● focus on meeting own o Emphasis on both groups concerns concerns ● Power- oriented Seek an integrative solution o Force resolution on another Avoiding group Effective and appropriate in Accommodating some situations e Emphasis on meeting needs Compromising of other group Resolution usually not ideal o Minimizing own concerns for both groups o Seen as"“ giving n” Go0d“bck-up” strategy Megraw-Hillarwin Copyright o2002 by The McGraw-hill Companes, Inc. All rg/its reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 9-10 Managing Intergroup Conflict Dominating ⚫ Focus on meeting own concerns ⚫ Power-oriented ⚫ Force resolution on another group Accommodating ⚫ 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” strategy