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Copy of Conflict and Negotiation

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Debbyne Castro

on 1 February 2014

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Transcript of Copy of Conflict and Negotiation

Conflict & Negotiation
How to manage conflict?
What is conflict?
Negotiation
"A
conflict
is a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about." (p. 186)
Presentor: Johndiv S. Castro
Traditional View
Must be avoided
Indicates a malfunction in the group
Positive Force
Necessary for a group
Instead of encouraging "good" or "discouraging conflict
Resolve naturally conflicts productively
Interactionist View
Managed Conflict View
Traditional View
The
interactionist
view encouraged conflict to produce change and innovation.
Was based on behavior that prevailed in the 1930s and 1940.
Violence
Destruction
Irrationality
Constructive and improves performance
Destructive and hinders progress
Dysfunctional
Task
Relationship
Process
The Conflict Process In Stages
THE CONFLICT PROCESS
Communication
Stage I
Stage III
Intentions
Stage II
Behavior
Stage IV
Outcomes
Stage V
Potential Opposition or Incompatibility


Cognition and Personalization


Intention


Behavior


Outcomes
Source: "Survey Shows Managers Have Their Hands Full resolving Staff Personality Conflicts" IPMA-HR Bulletin, Nov 3 2006
Structure
Personal Variables
Misunderstandings
Noise
Size of the groups
Larger group = more conflict
Richard Hackman
* Teams of 6 individuals is the best
A good team design yields 2x the Benefits
Too little or Too much Increases Conflict
Peter McGinn
:

You Can Have Too Much Agreement
Personality
Emotions
Values
Fredrick Taylor :
People are rational economic beings that will act on their own interest.
McGregor's Theory
: Type X(Hate work) - Type Y(love Work)
Felt Conflict
Perceived Conflict
Persons View Point
Emotionally Involved
Competing
Collaborating
Avoiding
Accommodating
Compromising
Final consequences:
Functional
Dysfunctional
Destructive on group performance
" A process that occurs when two or more parties decide how to allocate scare resources" (p. 193)
Negotiation
Collective Bargaining
Distributive Bargaining
Win-Lose
Short Term Duration
Get as much of the pie as possible.
Integrated Bargaining
Win - Win
Long Term Duration
Expand the Pie so both parties are satisfied.
(LOW information Sharing)
(High Information Sharing)
Preparation and Planning
Definition of Ground Rules
Clarification and Justification
Bargaining and Problem Solving
Closure and Implementation
Functional
JOSE is the Station Manager at a local FedEx branch office and his staffs productivity levels are lower this year compared to others subsequent years on record.

JOSE decides to set goals to improve the productivity of his associates and leave behind an executable plan.

Corporate Headquarters will have record of his efforts on file and by choice may replicate his trial to other stations upon his positive success.
Background
FEDEX Scenario
JOSE NEEDS
Improves the quality of decisions and encourages group member interest and innovation
Working it out now because conflicts are visible:
Statements
Actions
Positive
Negative
Negotiation Skills
- Active Listening
- Verbal Communication Skills
- Empathy Skills
- Strong INTERPERSONAL skills (persuasion, negotiation and mediation)
- problem-solving and conflict-resolution skills
Introduction
Deadlock
Settlement
Problem solving
tries to find a mutually beneficial solution for both parties
Avoiding
tries to smooth over or avoid conflict situations altogether
Forcing
tries to win the conflict at the other’s expense
Yielding
involves giving in completely to the other side’s wishes
Compromising
involves looking for a position in which your losses are offset by equally valued gains.
Conflict Management Styles
5-point action plan in resolving cross-cultural issues
STEP #
Assess unique features of cross-cultural communication




Step #
Acknowledgement
Step #
Attitude Adjustment
Step #
Action
Analysis
ADR Processes
Conferencing
M
ediation
there's an assistance of a Mediator who may advise on the process
Assisted Negotiation
Neutral Evaluation
Case Appraisal
meetings between the parties or their representatives & discuss the matters in dispute
provides advice based on facts, applicable laws
Conciliation
Arbitration
ALTERNATIVE DISPUTE RESOLUTION
Philippine Context

Republic Act No. 9285, known as the “Alternative Dispute Resolution Act of 2004 aims to promote, develop and expand the use of alternative dispute resolution (ADR) in the private and public sectors; and recommend to Congress needful statutory changes to develop, strengthen and improve ADR practices in accordance with world standards.
Argument
Philippine Labor Code defines ‘Collective Bargaining Agreement’ as the negotiated
contract between a legitimate labor organization and an employer concerning wages, hours
of work and all other terms and conditions of employment in a bargaining unit, including
mandatory provisions for grievances and arbitration machineries.
CBA must be registered with the Department of Labour and Employment within 30 days of the finalisation of negotiations. A copy is submitted directly to the Bureau or the Regional Offices of the DOLE for registration.
STAGES OF NEGOTIATION
Full transcript