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Conflict and Negotiation (view of conflict (types of conflict (Task…

- - - - Functional conflicts support the goals of the group and improve
        its performance
      - Dysfunctional conflicts (more frequent) negatively affect the performance of a group
- - - - Communication: The potential for conflict is increased when there are too high levels or too low levels of communication in the workplace
      - Structure: Size and the degree of specialization are forces that stimulate conflict
      - Personal variables: The potential for conflict is determined by the personality, emotions and values of individuals
  - - - they intervene between people’s perceptions and emotions
      - Behaviour does not always accurately reflect the intentions of an individual.
    - - Cooperativeness (the degree to which one party aims to satisfy the needs of other parties)
      - Assertiveness (the degree to which one party aims to satisfy their own needs)
      - 5 conflict-handling intentions:
        
        competing
        
        collaborating
        
        avoiding
        
        accommodating
        
        compromising
- - - - negotiation over who gets what share of a fixed pie
      - Managers should try to make the first offer and provide an aggressive offer, since this behaviour shows power
      - negotiators that show anger obtain better outcomes
      - low information sharing
      - short-term relationship
    - - negotiator = compromising
      - Both parties of a negotiation are satisfied
      - individuals with positive emotions and moods obtain better outcomes
      - high information sharing
  - - - Preparation and planning;
      - Definition of ground rules;
      - Clarification and justification;
      - Bargaining and problem solving;
      - Closure and implementation.