Chapter 14 CONFLICT, NEGOTIATION, DISCIPLINE, and POLITICS.

Chapter 14

CONFLICT, NEGOTIATION,

DISCIPLINE, and POLITICS

2Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Chapter outcomes Define conflict. Identify the three general sources of conflict. List the five basic techniques for resolving conflict. Describe how a supervisor could stimulate conflict. Define politicking. Explain the existence of politics in organizations. Define discipline and the four most common types of

discipline problems. List the typical steps in progressive discipline. Contrast distributive and integrative bargaining.

3Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Conflict

A process in which one party consciously interferes in the goal achieving efforts of another party

Natural phenomenon of organizational life Members have different goals Scarce resources Diverse viewpoints

4Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–1The positive role of conflict.

5Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Where do conflicts come from?

Communication differences Structural differentiation Personal differences

6Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–2Basic techniques for resolving conflicts.

7Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–3Choosing the appropriate resolution technique: a guideline.

8Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

How do you stimulate conflict? Use communication Bring in outsiders Restructure the department Appoint a devil’s advocate

9Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Six steps to resolve conflict

1. Identify problem ownership

2. Research and reflect

3. Select an alternative to follow

4. Rehearse

5. Meet to resolve the issue

6. Follow through and follow up

10Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–4An affirmative answer to any of these questions suggests the need for conflict stimulation. Source: Adapted from S. P. Robbins, “ ‘Conflict Management’ and ‘Conflict Resolution’ Are Not Synonymous Terms,” California Management Review (Winter 1978), p. 71.

11Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–5Is it politics or effective supervision?

12Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–6Is a political action ethical?

13Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Playing politics Before you consider political options

remember to evaluate the situation Your organizational culture The power of others Your own power

14Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–7The discipline process.

15Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Types of discipline problems

Attendance On-the-job behaviors Dishonesty Outside activities

16Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Groundwork for discipline Provide advance notice Conduct a proper investigation

17Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Progressive discipline Action that begins with a verbal warning,

and then proceeds through… Written reprimands Suspension And finally, in the most serious cases,

dismissal.

18Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–8The “hot stove” rule.

19Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–9Relevant factors determining the severity of penalties.

20Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 14–10Staking out the bargaining zone, or settlement range.

21Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

The essence of effective negotiation

Consider the other party’s situation Have a concrete strategy Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasize win-win solutions