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Management Practices

Management Practices. Lecture-20. Recap. Career Development Career Stages Career Management Stress & Performance Managing Conflict. Today’s Lecture. Conflict Management Strategies Negotiation Political Strategies for Increasing Power. Conflict Management Strategies. Compromise

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Management Practices

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  1. Management Practices Lecture-20

  2. Recap • Career Development • Career Stages • Career Management • Stress & Performance • Managing Conflict

  3. Today’s Lecture • Conflict Management Strategies • Negotiation • Political Strategies for Increasing Power

  4. 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.

  5. 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.

  6. Conflict Management Strategies • Accommodation • An ineffective conflict-handlingapproach in which one party, typically with weaker power, gives in to the demands of the other, typically more powerful, party.

  7. 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.

  8. 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.

  9. 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.

  10. 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

  11. Political Strategies for Increasing Power

  12. Political Strategies for Gaining and Maintaining Power

  13. Political Strategies for Exercising Power

  14. 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

  15. Conflict and Unit Performance

  16. Conflict Management Techniques • Problem solving • Super ordinate goals • Expansion of resources • Avoidance • Smoothing • Compromise • Authoritative command • Altering the human variable • Altering the structural variables

  17. 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

  18. Factors Influencing Conflict • Content Related vs. Personal • Size of Conflict • Rigidity of the Issue • Power Differences • Individual Personalities, Traits, and Dispositions

  19. Summary • Conflict Management Strategies • Negotiation • Political Strategies for Increasing Power

  20. Next Lecture Conflict Sources of Conflict Types of Conflict (1) Intrapersonal conflict, (2) Interpersonal conflict, and (3) Interdepartmental conflict

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