Org Ch 13

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Org Ch 13
2011-12-07 17:10:12
org 13

org ch 13
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  1. conflict
    process that begins when one party preceives that another has or is about to negatively affect something the first party cares about
  2. traditional view of conflict
    all conflict is bad and leads to violence, destruction, and irrationality
  3. human relations view of conflict
    conflict is natural and should be accepted
  4. interactionist view of conflict
    • encourages conflict because without it gropus become static, apathetic, and nonresponsive
    • leaders should maintain ongoing, minimal levels of conflict
  5. functional vs dysfunctional conflict
    constructive vs destructive
  6. task conflict
    relates to the content of goals of the work
  7. relationship conflict
    personal, almost always destructive
  8. process conflict
    relates to how the work gets done
  9. five stages of conflict
    • 1) potential opposition: presence of conflict inducing conditions from communication, structural, or personal issues
    • 2) cognition: preceived conflict and felt conflict
    • 3) intentions: competing - assertive, uncooperative; collaborating - assertive, cooperative; avoiding - unassertive, uncooperative; accommodating - unassertive, cooperative; compromising - midrange on both
    • 4) behavior: statements, actions, and reations by both parties
    • 5) outcomes: functional or dysfunctional
  10. negotiation
    process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
  11. disruptive bargaining
    • zero-sum
    • fixed pie
    • ex. car price
  12. integrative bargaining
    • can be win-win
    • one or more settlements
  13. 5 stages to negotiation process
    • 1) preparation and planning: define nature of conflict, history of negotiations, your goals, who's involved, and BATNA (best alternative to negotated agreement)
    • 2) definition of ground rules: who will negotiate, time constraints, impasse procedure, place
    • 3) clarification and justification: explain, amplify, justify, clairfy, and bolster initial position
    • 4) bargaining and problem solving: essenence of negotiation, where concessions are made
    • 5) closure and implementation: formalize the agreement
  14. who is bad at distributive negotiations and why
    • extraverts: divulge too much information
    • agreeable people: avoid butting heads
  15. does personality have a strong tie to negotiations?
  16. is anger good or bad for negotiating
    good for distributive, bad for integrative
  17. men vs women negotating
    men usually better because their tougher
  18. target or aspiration point
    best possible outcome for one party in the negotiation
  19. reservation point
    • worst a party will accept
    • usually at BATNA
  20. focal point
    • irrelevant to negotiation
    • ex. friend's salary
  21. bargaining zone
    area in which both parties will be satisfied
  22. logrolling
    • value claiming instead of value claiming
    • trailing off from priorities
    • priority trade off
  23. Presettlement settlements
    • PreSS
    • negotiate easy issues first - creates trust
  24. postsettlement settlements
    • negotiate, then reach agreements, then both parties come up with a negotiation that could be better
    • no losses if you don't have to
    • only after full agreement is reached