chapter 14 conflict, negotiation, discipline, and politics

Chapter 14

CONFLICT, NEGOTIATION,

DISCIPLINE, and POLITICS

2Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Chapter outcomes Define conflict. Identify the three general sources of conflict. List the five basic techniques for resolving conflict. Describe how a supervisor could stimulate conflict. Define politicking. Explain the existence of politics in organizations. Define discipline and the four most common types of

discipline problems. List the typical steps in progressive discipline. Contrast distributive and integrative bargaining.



Conflict

A process in which one party consciously interferes in the goal achieving efforts of another party

Natural phenomenon of organizational life Members have different goals Scarce resources Diverse viewpoints



EXHIBIT 14–1The positive role of conflict.



Where do conflicts come from?

Communication differences Structural differentiation Personal differences



EXHIBIT 14–2Basic techniques for resolving conflicts.



EXHIBIT 14–3Choosing the appropriate resolution technique: a guideline.



How do you stimulate conflict? Use communication Bring in outsiders Restructure the department Appoint a devil’s advocate



Six steps to resolve conflict

1. Identify problem ownership

2. Research and reflect

3. Select an alternative to follow

4. Rehearse

5. Meet to resolve the issue

6. Follow through and follow up



EXHIBIT 14–4An affirmative answer to any of these questions suggests the need for conflict stimulation. Source: Adapted from S. P. Robbins, “ ‘Conflict Management’ and ‘Conflict Resolution’ Are Not Synonymous Terms,” California Management Review (Winter 1978), p. 71.



EXHIBIT 14–5Is it politics or effective supervision?



EXHIBIT 14–6Is a political action ethical?



Playing politics Before you consider political options

remember to evaluate the situation Your organizational culture The power of others Your own power



EXHIBIT 14–7The discipline process.



Types of discipline problems

Attendance On-the-job behaviors Dishonesty Outside activities



Groundwork for discipline Provide advance notice Conduct a proper investigation



Progressive discipline Action that begins with a verbal warning,

and then proceeds through… Written reprimands Suspension And finally, in the most serious cases,

dismissal.



EXHIBIT 14–8The “hot stove” rule.



EXHIBIT 14–9Relevant factors determining the severity of penalties.



EXHIBIT 14–10Staking out the bargaining zone, or settlement range.



The essence of effective negotiation

Consider the other party’s situation Have a concrete strategy Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasize win-win solutions

chapter 14 conflict, negotiation, discipline, and politics

Documents

th edition robbins

pearson higher education

upper saddle river

politics slide

conflict resolution

conflict management

conflict stimulation

effective supervision