...Conflict and Negotiation 1. What is Conflict? Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. In other words, Conflict is defined as a clash between individuals or group arising out of a difference in thought, process, attitudes, understanding, interests, requirements and even sometimes perceptions. 2. Transitions in Conflict Thought Traditional View of Conflict: The traditional view of conflict was consistent with the attitudes that prevailed about group behavior in the 1930 and 1940s. The early approach to conflict assumed that all conflict was bad. Conflict was negatively viewed for violence, destruction and irrationally to reinforce its negative connotation. The belief that all conflict is harmful and must be avoided. Conflict resulted from Poor communication, Lack of openness and failure to respond to employee needs. Human Relations View of Conflict: The human relation view dominated conflict theory from late 1940s through the mid-1970s. This theory argued that conflict was a natural occurrence in all groups and organization. Because conflict was inevitable, the human relations school advocated acceptance of politics. Interactionist View of Conflict: The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. The major contribution of the interactionist...
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...In the business world today conflict is one of the biggest problems a company has to deal with when regarding their employees and production. Conflict can come from a number of different scenarios and can cause numerous problems or issues. The Negotiation process is another key element for most businesses to run at maximum efficiency which leads to maximum profitability. Performing proper negotiating tactics helps to reduce conflict in many areas of business and ensures a company can obtain all available beneficial terms. In the following there will be a detailed definition of conflict which will include the differentiation between the traditional, interactionist, and managed-conflict views of conflict; as well as an outline of the conflict process. Finally proper negotiation will be defined as well as a contrast of distributive and integrative bargaining, the five steps of the negotiation process, how individual differences influence negotiations, an assessment of the roles and functions of third-party negotiations, and cultural differences in negotiations. The concept of conflict does not discriminate against a particular portion of society but pulls at the coat strings of many American workers, unfortunately only a portion of society of receive the proper assistance. Women in particular have made enormous strides of breaking barriers and leveling the playing field, once strategically architecture by men. Arguably the barriers of forty years ago are removed and the...
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...Face-Negotiation Theory (Conflict) Dr. Stella Ting-Toomey developed the Face Negotiation Theory as a way of describing how people from different cultural backgrounds handle conflict with each other. She bases her theory on two basic concepts: Face (how we want people to see us/our public self image), and Facework (ways of handling conflict). She has identified 7 core assumptions and 5 empirical propositions that when used in tandem illustrate the Face Negotiation Theory as of 2010. A copy of the assumptions and propositions has been attached at the end of this document. Regarding the first concept—Face (also described as self-face concern), to people from the east and some middle-east countries (China, Japan, Egypt, Iran) the concept of face is multi-faceted with its origins going back to the time of Confucius. For them, face involves the feelings of respect, honor, status and connection. The concept of Face is a very serious issue. Infact, under some conditions, it can be a life or death issue. One can save face, give face and have face taken away from them. For people mainly from the west such as the US, face is not a complicated thing--it usually just means the saving of face—we know we have it, and we don’t want to lose it (i.e. embarrassment in front of others). As you can see, there are huge differences in how each culture views the concept of face. This is a prime example of something that can and will cause serious intercultural conflict. To help...
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...MOI UNIVERSITY KHADIJAH KWEYU CONFLICT MANAGEMENT & NEGOTIATION BHR 107 Discuss the basic theoretical models of bargaining process and explain how they can improve individuals negotiation skills in an organisation. Introduction: Bargaining can be defined as an agreement between parties settling what each gives or receives in a transaction between them or what course of action or policy each pursues in respect to the other. The study of bargaining process involves an analysis of the actors, the stakes and the factors involved. All theories feed into each other, and combining these theories allows for a more complete understanding of the issues involved in bargaining process and therefore helps to improve individuals negotiation skills. There are several different theories analyzing the process and outcome of bargaining process as follows:- 1. Integrative Approach Model 2. Game Theory 3. Behavioral Theory 4. Power Theory 5. Optimal Agent Independence 1. Integrative Approach Model The integrative approach divides the negotiating process into three phases: • Diagnostic • Formulation • Details In the practice of negotiation, these phases are not necessarily linear. Rather, they can be repeated and addressed many times throughout the negotiation process. The toughness dilemma in the integrative approach calls for tough diagnosis in order to clearly elucidate the true interests of each party. In the formulation...
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...Negotiation and Conflict Management Final Report “It’s time to go to the next level of my career,” I told myself a few months ago. Life and life experiences have put me in the right place at the right time to make my daydream a reality. As a natural born citizen of another country and as a newly-married person, I have a unique perspective as well as a set of obstacles and opportunities on the road ahead as I pursue my Executive MBA while being in transition. GOALS My current short-term goal professionally is to find a job that not only fulfills my current ambition of being technical leader but also a management leader in the IT world, where as my long-term goal is to start my own business (Repurposing and creatively painting old leather products into house decor) along with my life-partner in the next 3-4 years. My personal goal is to again relive my artistic side, paint and be creative and get my spouse involved in the artistic world that I like. I am at a juncture of my career where in both my personal goal of working with my life-partner coincides with my ambition of starting up a new business and apply whatever knowledge I gathered during class. My goal as far as EMBA classes is to actually be able to not only learn Finance and Accounting but actually try to master it is as much as possible because when my goal of opening up my business becomes a reality, I want to make sure I have command over that. NEGOTIATIONS In my previous company, I had the opportunity...
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...1. Conflict and human relation view on conflict 2. Sources of conflict Affective/psychological/relationship/emotional * Feelings and emotions regarding some or all the issues are incompatible * A condition in which group members have interpersonal clashes characterized by anger, frustration, and other negative feelings. Substantive/task/cognitive/issue conflict * Members disagree on their task or content issues * Disagreement among group members’ ideas and opinions about the task being performed. Conflict of interest * Inconsistency in preferences for the allocation of a scarce resource * The contention of managers A and B for the same vice president’s job Conflict of values/ideology * Differences in values or ideologies on certain issues Goal conflict * When a preferred outcome or an end-state of two social entities is inconsistent. Role Ambiguity * When a preferred outcome or an end-state of two social entities is inconsistent 3. Types of conflict Task conflicts * Conflicts over content and goals of the work Relationship conflicts * Conflicts based on interpersonal relationships Process conflicts * Conflicts over how work gets done 4. Thomas-Killman model Avoiding * It is an approach taken when they have little outcome or concern with the party with whom there is a dispute * Low concern or both personal goals and relatioships * This approach is also a strategy to put the problems on hold...
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...Managing Conflict In Organisation- An Overview Volume 8 Issue 4 Fall 2010 Posted On Tue, Sep 21 2010 16:46:00 Authors: Muyiwa Adeyemi Editor's Rating:0 (0 Ratings) Reader's Rating:0 (0 Ratings) Login to Rate | About Ratings Introduction In any organization, effective administration of the resources available is very important and paramount to the attainment of its objectives. The human aspect of the resources is most important and crucial as it is the one responsible for the co-ordination of other factors and more importantly conflict situation among staff cannot be over-emphasized. It is known fact that no two workers are the same, even twins are only alike. Nwakwo (1987), Craston (2002) and Onanuga and Arikewuyo (2005) describes administration as the careful and systematic arrangements and use of resources (human and material), situation and opportunities for the achievement of specific objectives of a given organization. To this end, it is worthy of note that effective organizational administration is necessary for managing conflict situation in any system, such should be embedded in the day-to-day running of the industry. Conforming to this viewpoint, Peretomode (2001) describes administration as the performance of executive duties, the carryout of policies or decisions to fulfill a purpose, and the controlling of the day-to-day running of an organization. To this extent, among the very important duties of an administrator, is the management of...
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...Resolving Conflicts in Relationships Through Negotiation. Conflict is inevitable in relationships because people have different needs and viewpoints (Wood, 2002; Purkey, Schmidt & Novak, 2010) and thus conflict involves the expression of these tensions (Wood, 2002). This essay will focus on the role of negotiation in resolving conflicts in interpersonal relationships; the chosen setting being that of a couple who are in conflict about their life directions with one wishing to travel and the other wishing to save for a home. It will start with defining conflict in general and then focus on the context of conflict in interpersonal relationships. Following this there will be an examination of the negotiation method of resolving interpersonal conflict as well a description of a range of communication skills that are required for negotiation. Finally, it will discuss the role of third- party intervention in conflict resolution and conclude with a summary of the key points. Folger, Poole and Stutman (2009, p. 4) define conflict as “the interaction of interdependent people who perceive incompatibility and the possibility of inference from others as a result of this incompatibility.” Johnson and Johnson (1987) refer to “conflicts of interest” and state that these may be based on differing needs and opinions or inequalities in relation to resources such as power, money, time and position. Conflict is the struggle between opposing needs and viewpoints and arises when we perceive...
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...BAC332 Negotiations & Conflict Resolution Pemberton’s Dilemma was an interesting exercise. My first instinct was to open the store hoping that the other team would stay closed. I wanted to win the exercise, but I gave it a couple minutes and retracted my position of going against them. If we would of done that right out of the gates it would be an all out war. So we discussed within our team to just keep the store closed, thinking they too would do the same. So as the rounds preceded we both started feeling comfortable with each other staying closed until the negotiation rounds. I believe if we would of broke that trust and just started opening it would of just caused trust issues and resulted in a lot more money being lost to fines and both stores being opened. Once we got to the negations rounds are intentions were to figure a plan that would allow both stores to thrive. However, we never took into consideration the amount of money being lost to fines would be our down fall to this goal. Poor planning on our part made us fail in the overall goal. Now that the exercise is over I see some problems we had in the negotiation planning. We never factored in the fines we would have when the locations were open. This lead to us winning, but our intentions were to share the profits with the other company. Staying closed would have been the best road for both of us and in the end would of resulted to more money for the two...
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...Our company’s merged to avoid the bankruptcy, a Pareto Efficient outcome. Given we essentially had a negative bargaining zone (dispute context), as total resources I was owed and needed immediately, were less than Sandy could pay, integrative bargaining provided full disclosure and an optimal solution. Power is evident from the ability to force bankruptcy based on my contract rights, however, in court this power would prove useless if Sandy went bankrupt. Sandy has the power to declare bankruptcy and the right to argue rights due to Fawn’s actions. It was necessary to put aside a heated power and rights debate, to achieve our interests. We agreed bankruptcy was not an option, so became completely honest. A merger allowed us to maximize gains for both parties and even increase the ‘pie’. Together we can make profits from investments and carpeting. Furthermore, with combined resources, I can make all future investments and benefit from any carpeting work. This is a source of competitive advantage. I was also pleased with the level of cooperation from Sandy, who did not complain about Fawn. This developed trust, which clearly did not exist, lending us to a merger. I invited criticism and advice on this to develop the solution and relationship. By doing a merger, trust became implied, thereby disclosing all relevant information (and knowing whether one of us lied prior) to reach the Pareto Efficient equilibrium. With such collaboration, I was pleased with the ability to...
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...Main Topic: Managing Workplace relationship, conflict and negotiation skills include effective communication. Building relationships within the workplace According to Harbour S. (2015) establishing and maintaining good working relationships is the key to a positive workplace. Effective businesses encourage the development of positive relationships between managers and employees as well as amongst coworkers. It is imperative to create a clear and concise company mission statement and distribute a copy of the statement to each employee, so that they can be clear on exactly what is expected of them and the intended goal of the business they represent. Teamwork should be encouraged through formal and informal team-building activities. Management could always arrange a company-oriented outing, such as fun days consisting of activities such as tug a war or cricket, or involve the office in a team-based charitable activity. Good relationships in the workplace thrive when individuals feel part of a team and comfortable with their teammates. The need for two way communication should be encouraged, as this would boost staff morale. The better and more effectively persons communicate with those around them, the richer the work relationships will be. All good relationships depend on open, honest communication. Managers should always reward great work as quickly as possible, and address problems or concerns immediately. Acknowledge staff members publicly with written or...
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...cultural dimension, Pruitt’s negotiation styles model, and Rahim’s conflict management model, this research examines how national culture influence the way people choose negotiation and conflict resolution handling styles through an empirical study of 87 individuals in the U.S. The respondents were divided in two groups: American, and Ethiopians. The results show that the individualism-collectivism cultural dimension did differentiate the members of the American culture from the members of the Ethiopian culture. Among the negotiation and conflict management styles object of this study, the dominating style was found to be preferred by those with high concern for self, whereas the cooperating and the integrating styles were found to be preferred by those with high concern for others. Introduction In order to remain competitive in their respective markets companies around the world are expanding their horizons beyond their original country, and they are increasingly seeking international partnerships and business ventures in different cultural environments. The ability to negotiate across national borders and within the organization has become increasingly important in the past decade, but despite the continuous growth of business globalization negotiation and conflict resolution styles are often misunderstood. According to much of the literature available scholars have conducted substantial research on the subjects of negotiation and conflict resolution over the past years...
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...For fourteen years I have worked with elementary students affected by poverty, homelessness, immigration, foster care, racism, abuse, physical and mental disabilities, and a variety of diagnosis, including PTSD. I meet with parents unfamiliar with American culture (even if their children are familiar), parents with felonies and addictions, illiterate parents and too often parents who are very young, my youngest mom being 18 when her four year old started school. Generational and immigrational poverty and its lack of resources necessitate my language instruction to be direct. Explicit instruction in the area of emotional language-how they feel and why, is essential for struggling students to manage relationships. Conflict negotiation and resolution...
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...Answers to Pause/Break Section Review Questions Section 1.1 Review Questions 1. Define EC and e-business. Electronic commerce is the process of buying, selling, or exchanging products, services, and information via computer networks. E-business is a broader definition of EC that includes not just the buying and selling of goods and services, but also servicing customers, collaborating with business partners and conducting electronic transactions within an organization. 2. Distinguish between pure and partial EC. Companies utilizing pure EC conduct all of their business online. Businesses utilizing partial EC conduct a portion of their business online and a portion of their business off-line. 3. Define click-and-mortar and pure play organizations. Click-and-mortar organizations conduct e-commerce activities, but do their primary business in the physical world. Pure play organizations rely on the Internet and EC for all of their sales. 4. Define electronic markets, IOSs, and intraorganizational information systems. Electronic market – An online marketplace where buyers and sellers meet to exchange goods, services, money or information. IOSs – Communication systems that allow routine transaction processing and information flow between two or more organizations. Intraorganizational information systems – Communication systems that enable e-commerce activities to go on within individual organizations. 5. Describe non-Internet...
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...Lesson 02 - Thought Question - 02 - Determining when Conflict appears to be heading towards either Escalation or Avoidance. Peggy Stine - January 25, 2013 In my personal experiences with other people, I rely on various signs in determining when a conflict appears to not be heading for a resolution. For instance in order to determine when a conflict appears to be heading towards escalation I look for signs that: * Parties are entrenched in the same arguments * Militant leadership emerges in response to a perceived threat or crisis * Veiled threats and demands are used to win arguments * Name calling and personal attacks are used * Reasonable requests and a justified refusal becomes a personalized battle of wills. * One party will talk about the other as if they know everything about them. * Motives are attached to actions * One party becomes the victim of others’ actions. * Parties exaggerate the consequences of inaction * Parties have formed coalitions based on relationships, power, influence and social climate * Body language (i.e. eye contact, hand gestures...) shows hostility or closure to compromise or new ideas * A battle of wills becomes intractable when the parties see themselves as evenly matched * The fear of ‘losing’ contributes to a ‘justified’ defensive action * There is a power imbalance where one person sees the other as stronger than themselves or having an advantage that makes them stronger * More...
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