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8/19/2019 Conflict and Negotiation for college assignment
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A Report
On
Conflict and Negotiation
MGMT 20129: People and Organizations
Assessment 2
Term 3, 2015
Submitted By:- Submitted To:-
Suman alla
S02!"219
#r$ Mo %ader
&Ad'un(t )e(turer*
+entral ueensland -ni.ersit/
S/dne/ +ampus
ord +ount: rom ntrodu(tion to (on(lusion &2""*
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+ontents1. Introduction:....................................................................................................1
2. Confict and Negotiation:................................................................................1
2.1 Confict:........................................................................................................ 1
2.2 Sources o Confict:.......................................................................................1
2.3 Evolution o Confict Perspective over time:.................................................2
2.4 !pes o confict:...........................................................................................2
2.4.1 "unctional Confict:....................................................................................2
2.4.2 #!sunctional confict:...............................................................................3
2.$ Negotiation:.................................................................................................. 3
3. %anagement o Confict and Negotiation and #iagnostics tools.......................3
4. #evelopment Plan and &ecommendation:.........................................................'
$. Conclusion:........................................................................................................(
&eerences:............................................................................................................ )
*ppendi+,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
,,,,,,,,,,,,,,,,1-
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1. Introduction:
Tis report en(ompasses 6e/ teories, ideas, prin(iples and appli(ation tat are
asso(iated 7it te managing +on8li(t and egotiation$ t ten del.es into t7o o8
diagnosti( tools namel/ Tomas %ilman +on8li(t nstrument Mode and elin Team
n.entor/ to pro.ide a (loser loo6 at understanding te positi.e and negati.e
(ara(teristi(s relating to managing (on8li(t and negotiations$ inall/, it pro.ides (ertain
re(ommendations and plan o8 a(tion ased on te 8indings to enan(e ailities o.er
(ertain period o8 time$
2. Confict and Negotiation:
2.1 Confict:
Mu( resear( as een (ondu(ted in (on8li(t o.er te last 8e7 de(ades$ One su(
resear( (ondu(ted / &Mus(alu 2015* des(ries (on8li(t as a (ollision o8 interest among
people in (orporate en.ironment triggered / in(onsisten(/ 7en a(ie.ing a goal$ n m/
opinion, in(onsisten(/ (oupled 7it 8ri.olous attitude to7ards one;s duties and mission
(reates a situation o8 (on8li(t$ +on8li(t is a penomenon tat spar6s 7en one group
tin6s tat anoter group as negati.el/ ampered someting tat 8irst group .alues
&%otter and +oen 2012*$ +on8li(t ma/ e et7een nations li6e ndia and Pa6istan
regarding te state o8 %asmir 7ere ot o8 te nation (laim tat %asmir elongs to
tem or it ma/ e et7een (ompanies li6e Apple and M 7ere ea( tries to ta6e o.er
oters mar6et and (lients$ eter te (on8li(t is et7een nations, organizations or
indi.iduals, it is not innatel/ good or ad ut te manner in 7i( it is andled rings 8ort
te
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(onseuges 2012* and tis natural elie8 (an mar te
organizational progress$inall/, &Au4imer 2012* argues tat (on8li(t is te main (omponents 8or organizations
7en operating an/ usiness$ Tis is in alignment 7it te interaction view 7ere (on8li(t
is regarded not onl/ good ut also rudimentar/ 8or e88e(tual team7or6 $
2.4 !pes o confict:
-suall/ people a.e predisposition in tin6ing tat (on8li(t innatel/ is ad ut it (an e
good in an institution 7i( (an ignite positi.e (anges in an organization$ n tis regard,
tere are t7o (on8li(ts namel/: un(tional (on8li(t and #/s8un(tional (on8li(t$
2.4.1 "unctional Confict:
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un(tional (on8li(t is positi.e (on8li(t 7ere t7o parties ma/ agree to disagree in a .er/
ealt/ and (onstru(ti.e demeanor$ Tas64oriented (on8li(t 7ere main 8o(us is gi.en to
impro.ing relationsip among people is 8un(tional (on8li(t 7i( ma/ also e termed as
produ(ti.e (on8li(t &+arlopio and Andre7arta 2012*$ Tis is result o8 spending uge
amount o8 time and energ/ in uilding relationsip 7it (lients and listing to oter parties
in (onstru(ti.e 7a/$ Tis rings good 7or6ing (onditions e(ause o8 7or6ing togeter,
(an(es o8 inno.ation and upgrades in e=isting 7or68lo7 and good 7in-win situation to all
te parties in.ol.ed$ or instan(e, air ags in .ei(le a.e een a 7in47in situation to
ot te manu8a(turer and te (lients 7o u/ tem$
2.4.2 #!sunctional confict:
t is a (on8li(t 7ere disagreement o((urs in a .er/ itter and unealt/ demeanor$ Tis
t/pe o8 (on8li(t is long4term (on8li(t and ma/ e asso(iated 7it people48o(used (on8li(t$
Sanderson and Stir6 &2012* rein8or(e tis statement arguing tat (linging in te same
prolem 8or e=tensi.e period (an turn a 8un(tional (on8li(t into d/s8un(tional$ -ltimatel/, in
an organization tis ma/ result in es(alation o8 tension, emplo/ee turno.er and
dissatis8a(tion among people in.ol.ed 7i( ma/ e .er/ (ostl/ to parties in.ol.ed$ To
address tese issues Ta/lor and oodams &2012* empasize tat 8o(using on group
(oesion ma/ pre.ent d/s8un(tional (on8li(t among te parties in.ol.ed$ Moreo.er,8ait8ulness in a team en.ironment in regard to te norms and proto(ol (an (ontriute to
(on8li(t management$ n addition, altoug it ma/ not e te most entertained leadersip
st/le in te (urrent gloal mar6et, Slai6eu and >asson &2012* stress tat auto(rati(
leadersip st/le ma/ a.e some positi.e impa(t in managing internal as 7ell as e=ternal
(on8li(ts$
2.$ Negotiation:
+on8li(t is ine.itale 7en tere is intera(tion and most (onstru(ti.e approa( to manage
or resol.e su( penomenon is / means o8 negotiation &%lee8, #reu and Manstead
200"*$ egotiation o((urs 7en tere is dis(ussion among multiple parties targeted to
agree on di88eren(es o8 interests$ or instan(e, it o((urs 7en a person u/s (ar, 7en
organizations merge 7it oter organization and distriute teir pie(es o8 pie and e.en
(ildren ma/ negotiate 7it teir tea(ers in matter o8 re(ess time$ +ommonl/, tere are
t7o t/pes o8 egotiation Strategies namel/ ntegrati.e and distriuti.e negotiation
&+arlopio and Andre7arta 2012*$ ntegrati.e negotiation is more o8 8inding a 7a/ to @gro7
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te pie size; 7ereas distriuti.e negotiation 8o(uses on di.iding alread/ e=isting @8i=ed
pie; more e88e(ti.el/$
. !anagement of Conflict and Negotiation and "iagno#tic# tool#
Tomas %ilmann +on8li(t nstrument Mode &T%* as een around 8or more tan 30 /ears
and more tan ! Million (opies o8 T% a.e een pulised &Tomas and %ilmann 2015*$
t is a sel84s(oring e.aluation (on8li(t4resolution assessment$ Tis model as potential to
elp susidize (on8li(t related to man/ aspe(ts o8 8inan(e and po7er among oters
&Al.esson illmott 2012* and is 7idel/ popular in >uman Besour(e, Organizational
#e.elopment ser.i(e pro.iders 7i( e.aluates an indi.idual;s (on8li(t4managing and
8a(ing ailities$ t des(ries indi.iduals (ara(teristi( along t7o areas: i* asserti.eness, a
measure o8 an indi.idual 7ere one tries to please one;s (on(erns and ii*
(ooperati.eness, a measure o8 an indi.idual to tr/ and please oter parties (on(erns$
Tese t7o areas are (ategorized into 8i.e modes 7en (on8li(t s(enario o((urs and te/
are:i* +ompetingii* A((ommodatingiii* A.oidingi.* +ollaorating.* +ompromising
rom te T% assessment tat undertoo6 tat as een atta(ed to tis re.ie7, it is (lear
tat a.e more o8 Cooperating and Accommodating (ara(teristi(s ut less o8
Competing and Avoiding S(ores$ Te Compromising s(ore is in te middle o8 te s(ale$
A((ommodating is a 8orm o8 (ooperati.e ea.ior$ t is a .ital (omponent or attriute tat
an indi.idual sould a.e to manage (on8li(t and understand te roots o8 te (on8li(t$ 8
et7een t7o parties, one side is alread/ a((ommodating and listens to anoter part/ and
agrees on te ideas o8 oter part/ i$e$ i8 one part/ as a((ommodating (ara(ter, tere is
less (an(es o8 (on8li(t in te 8irst pla(e$ So, in tis regard, a.e (ara(teristi( tat T%
suggests 7i( elps in (on8li(t minimization$ Te oter (ara(teristi( tat am strong at
is Collaborating 7i( is again aout (ooperation and is in (omplete (ontrast to Avoiding $
As m/ results o8 T% assessments so7 a.e ig s(ore in tis (ara(ter, it suggests
tat (an dig deeper 8or pinning e=a(tl/ 7at te prolem o8 (on8li(t is and 7or6 out te
inner desire o8 te parties in.ol.ed in a (on8li(t situation$ esides, it means possess
ailit/ to e=plore on a matter o8 disagreement to 8ind an inno.ati.e solution to a (on8li(t
situation$ Anoter (ara(teristi( o8 T% assessment is Compromising 7i( 8alls in
et7een Competing and Accommodating $ t gi.es more tan Competing ut is lesser o8
gi.ing tan Accommodating. a.e moderate s(ore in tis (ara(ter and need to 7or6 on
it to impro.e in Compromising ea.ior$ Te oter indi.idual assets o8 T% assessment
4
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are Avoiding and Competing $ Competing implies eing un(ooperati.e and eing 8o(used
on o7n matters and (on(erns$ A person 7it tis (ara(teristi( is indeed not good at
managing (on8li(t and (arr/ing out negotiation$ Similarl/, Avoiding is more o8 intro.ert
person 7o neiter is interested in o7ns (on(ern nor is 8o(used on oters (on(ern$ Tese
people / teir nature do not 7ant to deal 7it an/ (on8li(t situation and sould not e
idealized 7en tere is (on8li(t$ Te/ tend to diplomati(all/ 8ind an es(ape route 8rom
(on8li(t / postponing an impending issue o8 (on8li(t$ As a.e lo7 s(ore in ot
Competing and Avoiding , 8rom te s(ores o8 T% test, onl/ need to 7or6 out on te
Compromising and Competing aspe(t o8 T% assessment$ Anoter #iagnosti( tool tat elps in e.aluation o8 (ara(teristi(s reumans (annot
e per8e(t ut teams (an &Oagun 2010* and 7en organizations a.e 8lat or orizontal
stru(ture te importan(e o8 team e(omes more .i.id$ +onse
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competing attriute o8 T% assessment as ot o8 tem la(6 8le=iilit/ to inno.ati.e ideas$
a.e lo7 s(ore in tis attriute 7i( is in alignment 7it Competing $ Monitor ?.aluator is
6no7n 8or good 'udgment and resear(ing e.er/ possile option e8ore ta6ing a(tions ut
runs into ris6 o8 8orgetting details$ need to impro.e on tis aspe(t and 8inall/ +ompleter
or iniser en8or(es in deep understanding o8 tas6, elps to pre.ent mista6es in team and
aides / plans, poli(ies and s(edules o8 tas6$ A ig s(ore in tis aspe(t elps to ta(6le
te (omple=ities o8 (on8li(t, anal/ze te sour(es o8 (on8li(t and pro.ide mitigation
approa( 7it e88e(ti.e negotiation strateg/$ Tus, T model as possiilit/ to impro.e
te 8un(tional (apa(it/ o8 7or68or(e &+ondli88e 2012*$ To add to tis, enders6/ and >a/s
&2012* argue tat in(lusion o8 elin team in.entor/ pro.ides guidan(e to team regarding
spe(i8i( duties o8 team memers and tis d/nami(s in group is essential 8or (on8li(t
management$
$. "e%elopment &lan and Recommendation:
or e88e(ti.e management o8 (on8li(t and negotiation, te attriutes and roles des(ried in
ot Tomas %ilmann +on8li(t nstrument Mode and elin team in.entor/ sould e
ta6en into (onsideration$ Some attriutes ma/ e important as (ompared to oters ut
7en a.ing olisti( .ie7, it is desirale tat 8or proper (on8li(t management all aspe(ts
sould e 8o(used and addressed$ So, e.en i8 competing is generall/ asso(iated 7it
un(ooperati.e ea.ior, it is also important as it tea(es to stand 8or someting tat isrigt ting to do and de8end one;s ground$ need to impro.e in tis aspe(t 8or 7i(
intend to (arr/ out a long term and sort term goals$ or long term goal, intend to ta6e
industr/ standard (ourses relating to competing, get in.ol.ed in dis(ussion 8orums$ As
sort term goal, 7ene.er get an opportunit/ 8or (onstru(ti.e arguments, ma/ e 7it
8riends, 8amil/ or 7or6 (olleges, need to approa( it as an opportunit/$ need to e
stead/ 7it m/ goals, 7or6 8or m/ position, empasize on m/ points until oters
understand tem$ en get m/ goal, need to loo6 a(6 8or a 7ile to appre(iate te
distan(e a.e (ome a(ross$ -ltimatel/, tese impro.ements 7ill add to m/ (on8li(t
management s6ills$
)i6e7ise te results o8 elin team in.entor/ re.eal tat sould muse on some o8 m/
6e/ 7ea6nesses regarding te roles o8 mplementer$ need to e open minded to ne7
ideas and inno.ation$ en people present me 7it ideas, tend to e (onser.ati.e
7i( sould e 7or6ed upon$ need to 7or6 on m/ ailit/ to e=e(ute ideas and plans$ At
times 7en am in8le=ile, need to 7or6 7it people around me and de.elop a metod
7ere te/ (an remind me tat am eing in8le=ile and di88i(ult to 7or6 7it$ )i6e7ise,
intend to e more in.ol.ed in detailed online sur.e/s tat are tailored 8or de.eloping m/
'
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mplementer s6ills and muse on te results to etter m/sel8$ ma/ need to ire terapist
to assist me 7it m/ s6ill de.elopment$ esides simulation o8 prolems 8a(ed /
mplementer in a 7or6pla(e en.ironment tat is asso(iated 7it (on8li(t mitigation seems
to e a .iale plan o8 a(tion$ As a long term goal te su'e(t Cnitiating and Planning
Pro'e(tsD o88ered as ele(ti.e su'e(t at + -ni.ersit/ in m/ Graduate +ourse7or6 seems
to one m/ planning s6ills and inno.ate aspe(t$ As tis (ourse is asi(all/ aout ta6ing
initiation, eing inno.ati.e and planning di88erent aspe(ts and stages o8 real li8e pro'e(ts
7ere stud/ o8 in.ol.ement in (on8li(t situation is proale, it sould e a .er/ reasonale
de(ision$
'. Conclu#ion:
Tus, it (an e (on(luded tat (on8li(t is ine.itale and sould e ta6en in (onstru(ti.e
7a/ 7i( is ne(essar/ 8or gro7t$ Sour(es o8 (on8li(t sould e 7ell understood to
pre.ent te o((urren(e o8 (on8li(t and in (ase o8 8ailure to pre.ent tem, ne(essar/
negotiation strategies sould e e=er(ised ensuring 7in47in situation 7i( is a result o8
8un(tional (on8li(t$ Tomas %ilmann +on8li(t nstrument Mode and elin team in.entor/
are some o8 te assessment metods 7i( pro.ide a en(mar6 8or understanding te
attriutes asso(iated 7it indi.iduals and te results otained a8ter7ards sould e
le.eraged to understand 6e/ strengt and 7ea6ness in personalit/ so tat tis in8ormation
(an e used 8or indi.idual and organizational impro.ement ensuring proper (on8li(tmanagement and negotiation$
(
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Au4imer, M$ 2012, @Dialogue, conlict resolution, and c!ange" Arab-#ewis! encounters in
Israel$ , S-E Press$
Al.esson, M$ and illmott, >$ 2012, @%a&ing sense o management" A critical introduction;,Sage$
enders6/, +$ and >a/s $A$ 2012, @Status (on8li(t in groups;, 'rganiation cience, .ol$ *+
no. 2, pp$32343F0$
+arlopio, $ and Andre7arta, G$ 2012, @Developing management s&ills;, Pearson Australia$
+ondli88e, P$ 2012, @Conlict %anagement" a practical guide$, )e=ise=is utter7orts$
+ra.er, +$$ 2012, @ective legal negotiation and settlement$, )e=ise=is$
#aniels, S$?$ and al6er, G$$, 2001, @or6ing troug en.ironmental (on8li(t: Te
(ollaorati.e learning approa($;
#euts(, M$, +oleman, P$T$ and Mar(us, ?$+$ 2011, @T!e !andboo& o conlict resolution"
T!eory and practice$, on ile/ Sons$
?rnst %osse6, ?$ and Oze6i, +$ 199, @or6H8amil/ (on8li(t, poli(ies, and te 'oHli8e
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lo/d, S$$ and )ane, P$$ 2000, @Strategizing trougout te organization: Managing role
(on8li(t in strategi( rene7al;, Academy o management review , .ol$ *0 no$ 1, pp$15F41!!$
ors/t, P$ 2012, @%anaging c!ange$, )ondon: %ogan Page$
>uges, O$?$, 2012, @ublic management and administration$, Palgra.e Ma(millan$
%otter, $P$ and +oen, #$S$ 2012, @Te eart o8 (ange: Beal4li8e stories o8 o7 people
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K?TOBE: TO >?)P T>? PBO?+T O+? +OSTB-+T A OPTMA) T?AM;
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Sanderson, >$ and Stir6, S$ 2012, @Creating erson-Centred 'rganisations$, )ondon: essi(a
%ingsle/ Pulisers$
Slai6eu, %$A$ and >asson, B$>$ 2012, @Controlling t!e costs o conlict" 1ow to design a
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nstrument &T%*;, .ie7ed 2 eruar/ 201", ttp:LL777$6ilmanndiagnosti(s$(omLo.er.ie74
tomas46ilmann4(on8li(t4mode4instrument4t6i
Kan %lee8, G$A$, #e #reu, +$%$ and Manstead, A$S$ 200", @Suppli(ation and appeasement in
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regret;, #ournal o personality and social psyc!ology , .ol$ 34 no$ 1, p$12F$
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1-
Appendi(
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