Chapter 12 - Conflict, negotiation, power, and politics. After reading the material in this chapter, you should be able to: Name five “soft” and four “hard” influence tactics and summarize Cialdini’s principles of influence and persuasion; identify and briefly describe French and Raven’s five bases of power; define the term empowerment and explain how to make it succeed. | conflict, negotiation, power, and politics See page 436-472. KNOWLEDGE OBJECTIVES Explain how conflict can be either functional or dysfunctional and distinguish among various types of conflict. Discuss common causes of conflict. Describe conflict escalation and the various outcomes of conflict. Explain how people respond to conflict and under what circumstances each type of response is best. Understand how organizations can manage conflict. Describe the basic negotiation process as well as effective strategies and tactics for negotiating. Explain why organizations must have power to function, and discuss how people gain power in organizations. Define organizational politics and the tactics used to carry out political behavior. ? See page 436. CONFLICT See page 439. NATURE OF CONFLICT See page 439. EFFECTS OF CONFLICT Adapted from Exhibit 12-1: Effects of Conflict See page 439. See pages 440-441. EFFECTS OF TYPES OF CONFLICT ON TASK PERFORMANCE Adapted from Exhibit 12-2: The Effects of | conflict, negotiation, power, and politics See page 436-472. KNOWLEDGE OBJECTIVES Explain how conflict can be either functional or dysfunctional and distinguish among various types of conflict. Discuss common causes of conflict. Describe conflict escalation and the various outcomes of conflict. Explain how people respond to conflict and under what circumstances each type of response is best. Understand how organizations can manage conflict. Describe the basic negotiation process as well as effective strategies and tactics for negotiating. Explain why organizations must have power to function, and discuss how people gain power in organizations. Define organizational politics and the tactics used to carry out political behavior. ? See page 436. CONFLICT See page 439. NATURE OF CONFLICT See page 439. EFFECTS OF CONFLICT Adapted from Exhibit 12-1: Effects of Conflict See page 439. See pages 440-441. EFFECTS OF TYPES OF CONFLICT ON TASK PERFORMANCE Adapted from Exhibit 12-2: The Effects of Different Types of Conflict on Task Performance Degree of Conflict Task Performance High Low Low High Substantive Conflict Personal Conflict Procedural Conflict See page 440. CAUSES OF CONFLICT STRUCTURAL Increased Specialization Interdependency Physical Layout Centralization versus Decentralization See pages 441-443. CAUSES OF CONFLICT COMMUNICATION Too Little Don’t understand other’s intentions Coordination becomes difficult Misunderstandings occur Too Much Can create misunderstanding See pages 443-445. CAUSES OF CONFLICT COGNITIVE FACTORS Differing Expectations Jobs Careers Managerial actions Others? Perceptions of Others Intentions are; harmful violate norms dishonest others? See page 445. CAUSES OF CONFLICT Individual Characteristics personality value differences goals History past performance previous interactions See pages 445-447. CONFLICT ESCALATION Cultural differences History of antagonism Insecure self-image Status differences Informal workplace ties to each other Do .
