Management Practices Lecture-20 1
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Management Practices
Lecture-20
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Recap
• Career Development• Career Stages• Career Management• Stress & Performance• Managing Conflict
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Today’s Lecture
• Conflict Management Strategies• Negotiation• Political Strategies for Increasing Power
Conflict Management Strategies
• Compromise– each party is concerned about not only their goal
accomplishment but also the goal accomplishment of the other party and is willing to engage in a give-and-take exchange to reach a reasonable solution.
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Conflict Management Strategies
• Collaboration– both parties try to satisfy their goals by coming up
with an approach that leaves them both better off and does not require concessions on issues that are important to either party.
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Conflict Management Strategies
• Accommodation – An ineffective conflict-handling approach in which
one party, typically with weaker power, gives in to the demands of the other, typically more powerful, party.
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Conflict Management Strategies
• Avoidance – An ineffective conflict handling approach in which
the parties try to ignore the problem and do nothing to resolve their differences.
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Conflict Management Strategies
• Competition – An ineffective conflict handling approach in which
each party tries to maximize its own gain and has little interest in understanding the other party’s position and arriving at a solution that will allow both parties to achieve their goals.
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Negotiation
• Negotiation– method of conflict resolution in which the parties
consider various alternative ways to allocate resources to come up with a solution acceptable to all of them.
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Third-party Negotiators
• Mediators – facilitates negotiations but no authority to impose
a solution• Arbitrator
– can impose what he thinks is a fair solution to a conflict that both parties are obligated to abide by
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Political Strategies for Increasing Power
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Political Strategies for Gaining and Maintaining Power
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Strategies
Controlling Uncertainty Reduce uncertainty for others in the firm
Making Oneself Irreplaceable
Develop valuable special knowledge or skills
Being in a Central Position
Have decision-making control over the firm’s crucial activities and resources
Generating Resources Hire skilled people or find financing when it is needed
Building Alliances Develop mutually beneficial relations with others inside and outside the organization
Political Strategies for Exercising Power
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Functional versus Dysfunctional Conflict
• Functional Conflict Conflict that supports the goals of the
group and improves its performance.• Dysfunctional Conflict
Conflict that hinders group performance
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Conflict and Unit Performance
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Conflict Management Techniques
• Problem solving• Super ordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Authoritative command• Altering the human variable• Altering the structural variables
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Conflict Management Techniques
Communication Bringing in outsiders Restructuring the organization Appointing a devil’s advocate
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
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Factors Influencing Conflict
• Content Related vs. Personal• Size of Conflict• Rigidity of the Issue• Power Differences• Individual Personalities, Traits,
and Dispositions
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Summary
• Conflict Management Strategies• Negotiation• Political Strategies for Increasing Power
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Next Lecture
ConflictSources of ConflictTypes of Conflict(1) Intrapersonal conflict, (2) Interpersonal conflict, and (3) Interdepartmental conflict