tailieunhanh - Lecture Organizational behavior (10/e): Chapter 13 - Robert Kreitner, Angelo Kinicki

Chapter 13 - Managing conflict and negotiating. After reading the material in this chapter, you should be able to: Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict; define personality conflicts, and explain how they should be managed; discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict;. | Managing Conflict and Negotiating Chapter Thirteen Learning Objectives Define the term conflict, and put the three metaphors of conflict into proper perspective for the workplace. Distinguish between functional and dysfunctional conflict, and discuss why people avoid conflict. List six antecedents of conflict, and identify the desired outcomes of conflict. Define personality conflicts, and explain how managers should handle them. Discuss the role of in-group thinking in intergroup conflict, and explain what management can do about intergroup conflict. Learning Objectives (cont.) Discuss what can be done about cross-cultural conflict. Explain how managers can stimulate functional conflict, and identify the five conflict-handling styles. Explain the nature and practical significance of conflict triangles and alternative dispute resolution for third-party conflict intervention. Explain the difference between distributive and integrative . | Managing Conflict and Negotiating Chapter Thirteen Learning Objectives Define the term conflict, and put the three metaphors of conflict into proper perspective for the workplace. Distinguish between functional and dysfunctional conflict, and discuss why people avoid conflict. List six antecedents of conflict, and identify the desired outcomes of conflict. Define personality conflicts, and explain how managers should handle them. Discuss the role of in-group thinking in intergroup conflict, and explain what management can do about intergroup conflict. Learning Objectives (cont.) Discuss what can be done about cross-cultural conflict. Explain how managers can stimulate functional conflict, and identify the five conflict-handling styles. Explain the nature and practical significance of conflict triangles and alternative dispute resolution for third-party conflict intervention. Explain the difference between distributive and integrative negotiation, and discuss the concept of added-value negotiation. Conflict: A Modern Perspective Conflict process in which one party perceives its interests are being opposed or negatively affected by another party How to Deal With Personality Conflicts An Updated Contact Model for Minimizing Intergroup Conflict Programming Functional Conflict Programmed Conflict conflict that raises different opinions regardless of the personal feelings of the managers Five Conflict Handling Styles Alternative Styles for Handling Dysfunctional Conflict Integrating interested parties confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution Appropriate for complex issues plagued by misunderstanding Alternative Styles for Handling Dysfunctional Conflict Obliging (Smoothing) involves playing down differences while emphasizing commonalities Appropriate when it is possible to get something in return Alternative .

• Quản trị kinh doanh
• Organizational behavior
• Lecture Organizational behavior
• Individual behavior in organizations
• Organizational processes
• Managing conflict
• Functional conflict
• Managing people
• Organizational effectiveness