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Organizational Behaviour Final Exam Reading Guide Notes.docx

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Department
Management Core
Course
MGCR 222
Professor
All Professors
Semester
Spring

Description
Organizational Behaviour Final Exam Reading Guide NotesTopics 6789101112Week 6Conflict Management and Negotiation Three Types of Conflict Relationship ConflictDisagreements based on personalities and issues that are not directly related to work Ex I hate the sight of his faceTask ConflictDisagreements about the work that is being done not the people behind the issueSometimes this type of conflict can improve the functioning of teams Stimulates creativity because forces people to rethink problems ExI dont think we should change the name of the groupProcess ConflictCenters on task strategy and delegation of duties and resources Ex We should discuss the candidates first before we vote on themConflict and ProductivityThere is a strong negative correlation between relationship conflict and team performance Negative relationship between task conflict and team performance and team satisfaction When teams receive negative performance feedback early on then their relationship and task conflict increases Groups that high levels of trust early are buffered from experiencing future relationship conflict Resolving ConflictBetter to transform unhealthy relationship conflict into healthy version of conflict Do this byoAgree on a common goal or vision oFocus on content not style Use this when relationship conflict is present oModel the behaviour you want to elicit Model the behaviour in yourself Use reinforcement as a reward Do not react to the behaviors that you want eliminated oSeparate the people from the problem When you want to separate people from the problem seating position if you are standing and they are sitting language I me mine into we voice give voice to the other person and listen oFocus on the future not the past oAssign work based on experience not convenience Negotiation A MixedMotive Enterprise Conflict usually involvesoNegative emotions angeroMisunderstanding between peopleoFactors that are outside the realm of economic concerns NegotiationoA mutual decision making process in which two or more people make mutual decisions about what resources each will give and take oNegotiation transactionaloConflict relational Your negotiation ability is directly related to your leadership and promotion The two key skills of negotiationoCreating value integrative negotiationoClaiming value distributive negotiation Two main reasons why it is desirable to be a better negotiatoroEconomic and social benefits oReach interpersonal goals faster Two things always present in negotiationoCooperation oCompetition Negotiation StylesSome people think they need to be either completely cooperative or competitive Now you have the too soft and too tough negotiatorSignals of purely cooperative oCaving into demands that other people make oBeing the first person to make a concession oRevealing too much information to keep a relationship present Signals of purely competitive oNever revealing any information oAlways asking for more no matter whatoThreatening to walk out of negotiation unless demands are met Opportunistic NegotiationPeople seize an opportunity to negotiate For example people from egalitarian cultures like the US feel like they can negotiate pricesIntegrative NegotiationThe art and science of leveraging interests to improve the outcomes of both parties Opposite of fixed sum or zero sum negotiationBoth parties are better off in the deal See example of car deal on page 173 Compromise AgreementWhatever one party gains the other party loses in a direct one to one fashion InterestsThe underlying reasons why people even both to negotiate They are not always financial The most powerful interests are basic human needsoSecurityoEconomic wellbeing oA sense of belonging oRecognition oControl over ones life Any successful negotiation involves resolving the underlying interests The fixedpie perception The belief that ones own interests are at complete odds with those of the other party 68 of negotiators hold fixed pie perception when they enter into negotiationsPrioritize and Weigh the IssueIf two people are simply haggling the price of a good there is no potential for winwin situations because one person always gets screwed over Before entering a negotiation you should prepare a list of issues that is important to you and you also want addressed They should have a scoring card for each issue Three Rules of Medveck for Scoring SystemsoEverything the negotiator cares about should be displayed on the cardoThe negotiator should be sure to check for indifference oThe scoring system should be dynamic as information changes as information changes the negotiator should be able to quickly adapt the information Unbundle the IssuesA win win agreement is possible when negotiating oPrice service terms and delivery ratesoNot only price The reciprocity effectOccurs when people emit cooperative behaviour when they are competitive or dominant this leads the other party to be submissive When the other party acts aggressively sometimes this leads to an escalation of conflict So when people use coercion to get people to concede it usually always backfires on them
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