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GMGT 2070 > Chapter 9: Conflict and Negotiation > Flashcards

Chapter 9: Conflict and Negotiation Flashcards

1
Q

Conflict Types (3)

A

Task, Relational, Process

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1
Q

Task Conflict

A

related to the content and goals of the work.

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2
Q

Task Conflict:
1. Conflict among top management teams associated with?
2. Conflict among low-level employees is associated with?

A
  1. higher performance
  2. Lower performance
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3
Q

What is best intensity level for conflict and what is worse

A

Moderate best and worse is low or high

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4
Q

Relationship Conflict:

A

focuses on relationships and often takes the form of personality clashes as well as interpersonal disagreements

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5
Q

Tips to handle relationship conflict (3)

A
  • Communicate directly with the other person to resolve perceived conflict
  • Avoid dragging other co-workers into the conflict
  • seek help from direct supervisors or human resource specialists
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6
Q

If not involved in relationship conflict then (3)

A
  • Do not take sides
  • Suggest parties work things out themselves
  • Refer the problem to upper management or supervisors
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7
Q

Process Conflict and what conflict can it sometimes turn into

A

Delegation and role conflicts. Highly personalized and transform into relationship conflict

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8
Q

Sources of conflict with communication (2)

A
  • Semantic difficulties, noise in communication channels
  • too little or too much communication
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9
Q

Sources of Conflict - Structure:
Groups and level of conflict and tasks
Age and level of turnover

A

Larger groups = highly specialized tasks,
younger members = high turnover

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10
Q

Sources of Conflict - Ambiguity Responsibility and conflict

A

Higher ambiguity leads to greater potential for conflict

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11
Q

Sources of Conflict - Leadership Style

A

Manager exert tight control, leave employees w/ little discretion

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12
Q

Sources of Conflict - Zero-sum reward systems:

A

employees need to compete and sometimes unethically

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13
Q

Sources of Conflict - Diversity of goals

A

various goals, and objectives to meet this year, must order

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14
Q

Personal and conflict variables (3)

A

Personality, emotion and value

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15
Q

Conflict resolution bound - Cooperativeness

A

one party attempts to satisfy other party’s concerns

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16
Q

Conflict resolution bound - Assertiveness

A

one party attempts to satisfy their concerns over others

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17
Q

Avoiding: and resolution bound

A

Issue is trivial and symptom, no chance you will win, other in better position to resolve, need more time

low assertive and low cooperativeness

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18
Q

Yielding and resolution bound

A

Other’s needs or group goals more important than yours, build-bank, harmony

low assertive and high cooperativeness

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19
Q

Compromising and resolution bound

A

issue moderate importance, halfway point, equal power, speed is vital

mid assertive and mid cooperativeness

20
Q

Forcing and resolution bound

A

Issue & speed of high importance, future relationship unimportant, high power

high assertive and low cooperativeness

21
Q

Problem Solving and resolution bound

A

Issue is high importance, common enemy/concerns, trust is high to allow for exchange sharing, so time pressure, integration/collaboration

high assertive and high cooperativeness

22
Q

Conflict Resolution: Structural approach - Expansion of Resources

A

Conflict due to limited resources then expansion is win-win solution

23
Q

Conflict Resolution: Structural approach - Authoritative Control

A

Management use formal authority to resolve conflict

24
Q

Conflict Resolution: Structural approach - Altering Human Control

A

Conflicts caused by attitudes and behaviours human relations training can be a solution

25
Q

Conflict Resolution: Structural approach - conflict and solution

A

Conflicts caused by organizational structure, conflicts may be solved by job redesign or transfers

26
Q

Third Party Conflict Resolution - Mediator

A

neutral third party who facilitates a negotiated solution by using reasoning, persuasion and suggestions for alternatives

27
Q

Third Party Conflict Resolution - Arbitrator

A

Appointed by parties, have authority to dictate an agreement for the conflict, voluntary or assigned

28
Q

Third Party Conflict Resolution - Conciliator

A

provide an informal communication link between the parties involved, get parties to talk

29
Q

Third Party Conflict Resolution - Consultant

A

Skilled and impartial, attempt to facilitate problem-solving through communication and analysis, aided by knowledge of conflict management. Parties improve relationship and focus

30
Q

Negotiation

A

A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them

31
Q

5 Steps to negotiate

A
  1. Developing a Strategy
  2. Definition of ground rules
  3. Clarification and justification
  4. Bargaining and problem solving
  5. Closure and implementation – Distributive bargaining
32
Q

Negotiation - 1. Developing a Strategy - Issued

A

item specifically placed on bargaining table for discussion

33
Q

Negotiation - 1. Developing a Strategy - Position

A

individual stand on issue

34
Q

Negotiation - 1. Developing a Strategy - Interest

A

concern or affect by negotiation result

35
Q

Negotiation - 1. Developing a Strategy - Aspiration or Bargaining range (2 points)

A

Target and Resistance point

36
Q

Target Point

A

ideal and realistic outcome

37
Q

Resistance Point

A

when you walk away

38
Q

BATNA and what is

A

Best alternative to a negotiated agreement - backup or counter offer

39
Q

Negotiation - 2. Defining Ground Rules

A

Reach agreement with the other party regarding the details about the negotiation

40
Q

Negotiation - 3. Clarification and Justifications

A

Opportunity for both parties to explain, amplify, clarify, bolster and justify demands

41
Q

Negotiation - Persuasion Process

A

Convince other party about why your demands are legitimate and important to fulfill

42
Q

Negotiation: 4. Bargaining and Problem Solving

relationship between compete and collaborate to compromise and accomodate

A

Competing and collaborating strategies in negotiations tend to result in better outcomes than compromising and accommodating strategies

43
Q

Negotiation: 5. Closure and Implementation of the deal

A

Finalizing negotiation involving laying out specifics in a contract or handshake

44
Q

Types of negotiation: Distributive Bargaining and example

A

Negotiations that seek to divide up a fixed amount of resources,

etc when two employees need to decide how they split a $10,000 bonus

45
Q

Distributive Bargaining: How to succeed (2)

A
  1. reasonable first offer -> shows power and triggers anchoring bias (people fixate on information presented to them)
  2. Reveal a deadline -> speed the process, apply pressure
46
Q

Types of negotiation: Integrative Bargaining and example

A

Negotiation strategy in which parties collaborate to find “win-win” solution to their disputes

example: wanting to maintain long-term relationship with party

47
Q

Integrative Bargaining and how to succeed (2-4)

A
  • Negotiate in teams achieves more integrative agreements
  • Put more issues on table (ideas generated)
  • Focus on interests of each party
  • Avoid compromise, you want Win-WIN

GMGT 2070 (9 decks)

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