《组织行为学》课程教学课件（英文讲稿）Chapter 08 Conflict and Negotiation

ORGANIIZATIONAI11BEHAVIORWProf. Luo, FanManagement School,Wuhan University of TechnologyEmail:sailluof@126.com

Management School, Wuhan University of Technology Email: sailluof@126.com Organizational Behavior 11 Prof. Luo, Fan

Conflict and NegotiationWhat is Conflict2Types of ConflictThe Conflict ProcessConflict Management Technigues5Negotiation6Bargaining StrategiesThe NegotiationProcessManagement School, Wuhan University of Technology

Management School, Wuhan University of Technology Conflict and Negotiation 4 1 What is Conflict 2 3 5 Types of Conflict The Conflict Process Conflict Management Techniques Negotiation 7 The Negotiation Process 6 Bargaining Strategies

TeachingPlanObjectsHelp the students understanding the conflict processand negotiation process, so as to manage the conflicteffectively and master the negotiation techniques.Teaching EmphasesThe Conflict Process, The Negotiation Process Learning difficultyConflict Management Techniques,BargainingStrategies*MethodsLecture; Case Discussion; Role Play

Teaching Plan  Objects Help the students understanding the conflict process and negotiation process, so as to manage the conflict effectively and master the negotiation techniques.  Teaching Emphases The Conflict Process, The Negotiation Process  Learning difficulty Conflict Management Techniques,Bargaining Strategies  Methods Lecture; Case Discussion; Role Play

Case:The Conflict in the Class There was a conflict between the classmates after thegroup finished their presentation.Question:Why was there such conflictbetween the classmates? What were the communication problems?& How should the monitor do?& How should the teacher make solution?

Case: The Conflict in the Class  There was a conflict between the classmates after the group finished their presentation. Question:  Why was there such conflict between the classmates?  What were the communication problems?  How should the monitor do?  How should the teacher make solution?

Conflict and Negotiation(1) What is ConflictA process that begins when one partyperceives that another party has negativelyaffected,or is about to negatively affect.something that the first party cares aboutthat point in an ongoing activity when aninteraction crosses over" to become aninterpartyconflictManagement School, Wuhan University of Technology

Conflict and Negotiation 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 that point in an ongoing activity when an interaction “crosses over” to become an interparty conflict (1) What is Conflict Management School, Wuhan University of Technology

Conflict and NegotiationConflict DefinitionEncompasses a wide range of conflicts thatpeople experience in organizationsIncompatibility ofgoalsDifferences over interpretations of factsDisagreements based onbehavioralexpectationsManagement School, Wuhan University of Technology

Conflict and Negotiation Management School, Wuhan University of Technology Encompasses a wide range of conflicts that people experience in organizations Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations Conflict Definition

Conflict and NegotiationTransitions in Conflict ThoughtTraditional Viewof ConflictThebeliefthat allconflict isharmful andmust beavoidedCausesPoorcommunicationLackofopennessFailureto respond toemployeeneedsManagement School,Wuhan University of Technology

Conflict and Negotiation Transitions in Conflict Thought Management School, Wuhan University of Technology Causes • Poor communication • Lack of openness • Failure to respond to employee needs Traditional View of Conflict The belief that all conflict is harmful and must be avoided

Conflict and NegotiationTransitions in Conflict ThoughtHuman Relations View of ConflictThe belief that conflictisa natural andinevitableoutcomeinanygroupInteractionist View of ConflictThe belief that conflictis not only a positiveforcein agroup but that it is absolutelynecessary for a group toperformeffectivelyManagement School, Wuhan University of Technology

Conflict and Negotiation Transitions in Conflict Thought Management School, Wuhan University of Technology Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively

Conflict and NegotiationFunctional versus DysfunctionalConflict(Positive)Functional Conflict+Conflictthat supports the goalsof thegroupandimprovesitsperformanceDysfunctional ConflictConflict that hinders groupperformance(Negative)Management School, Wuhan University of Technology

Conflict and Negotiation Functional versus Dysfunctional Conflict Management School, Wuhan University of Technology Functional Conflict Conflict that supports the goals of the group and improves its performance Dysfunctional Conflict Conflict that hinders group performance (Negative) (Positive)

Conflict and Negotiation(2) Types of ConflictTaskConflictConflicts over content and goals oftheworkRelationship ConflictConflictbased on interpersonalrelationshipsProcessConflictConflict over how work gets doneManagement School, Wuhan University of Technology

Conflict and Negotiation (2) Types of Conflict Management School, Wuhan University of Technology 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