ORGANISATIONAL BEHAVIOUR
ASSIGNMENT - 2
Interactive conflicts & Negotiation Skills- (1) Intra
individual conflict (2) Interpersonal conflicts
• SUBMITTED BY:
Karma Negi (BFT/17/1377)
Shashank Rohit (BFT/17/819)
Siddhansh Naithani (BFT/17/329)
Tejas Rawat (BFT/17/353)
INTERACTIVE CONFLICTS
• Conflict is a process of social interaction and a social situation, where interests and
activities of participants(individuals or groups) actually, or apparently, confront,
block and disable the realization of one party’s objectives person
• A deliberately makes an effort to prevent of person B with an opposing action,
which will result in frustrating person B to achieve his goals or satisfy his interests
• Organizational conflicts occurs, as actors engage in activities that are incompatible
with those of colleagues within their network, members of other organization, or
unaffiliated individuals who utilize the service or products of organization.
INTRAINDIVIDUAL CONFLICTS
• It refers to conflict with in an individual.
• The reason for intrapersonal conflict
• Frustration
• Numerous roles which demand equal attention but is not possible to devote.
• Goals having both negative & positive aspect
• Cognitive dissonances.{concerning perception, language, reasoning, and
emotion, is represented and transformed in the brain.
• Neurotic tendencies.{disturbed}
INTERPERSONAL CONFLICT
• Interpersonal conflict occurs between two individuals.
• The reason for interpersonal conflict
• Disagreements over ideas, interests, events
• Physical and verbal aggression.
COPING STRATEGIES FOR INDIVIDUAL
CONFLICT
• EXERCISE
• RELAXATION
• BEHAVIORAL SEFL-CONTROL
• CONGITIVE THERAPY
• NETWORKING
LEVEL OF CONFLICT IN ORGANIZATIONAL BEHAVIOUR
MACRO ORGANIZATIONAL
INTERGROUP
AL
INTERPERSON
AL
VIDU
INDI
A-
MICRO INTR
NEGOTIATION SKILLS
• Preparation:- Before entering a bargaining meeting, the skilled negotiator
prepares for the meeting. Preparation includes determining goals, areas for
trade and alternatives to the stated goals. In addition, negotiators study the
history of the relationship between the two parties and past negotiations to
find areas of agreement and common goals. Past precedents and outcomes
can set the tone for current negotiations.
• Problem Analysis : Effective negotiators must have the skills to analyse a
problem to determine the interests of each party in the negotiation. A
detailed problem analysis identifies the issue, the interested parties and the
outcome goals. For example, in an employer and employee contract
negotiation, the problem or area where the parties disagree may be in
salary or benefits. Identifying the issues for both sides can help to find a
compromise for all parties.
• Emotional Control : It is vital that a negotiator have the ability to keep his
emotions in check during the negotiation. While a negotiation on
contentious issues can be frustrating, allowing emotions to take control
during the meeting can lead to unfavorable results. For example, a manager
frustrated with the lack of progress during a salary negotiation may
concede more than is acceptable to the organization in an attempt to end
the frustration. On the other hand, employees negotiating a pay raise may
become too emotionally involved to accept a compromise with
management and take an all or nothing approach, which breaks down the
communication between the two parties.
• Active Listening : Negotiators have the skills to listen actively to the other
party during the debate. Active listening involves the ability to read body
language as well as verbal communication. It is important to listen to the
other party to find areas for compromise during the meeting. Instead of
spending the bulk of the time in negotiation expounding the virtues of his
viewpoint, the skilled negotiator will spend more time listening to the other
party.
Decision Making Ability Leaders with negotiation skills have the ability
to act decisively during a negotiation. It may be necessary during a
bargaining arrangement to agree to a compromise quickly to end a
stalemate.
• Problem Solving Individuals with negotiation skills have the ability to seek a
variety of solutions to problems. Instead of focusing on his ultimate goal for
the negotiation, the individual with skills can focus on solving the problem,
which may be a breakdown in communication, to benefit both sides of the
issue.
• Ethics and Reliability : Ethical standards and reliability in an effective
negotiator promote a trusting environment for negotiations. Both sides in a
negotiation must trust that the other party will follow through on promises
and agreements. A negotiator must have the skills to execute on his
promises after bargaining ends.
• Interpersonal Skills : Effective negotiators have the interpersonal skills to
maintain a good working relationship with those involved in the negotiation.
Negotiators with patience and the ability to persuade others without using
manipulation can maintain a positive atmosphere during a difficult
negotiation.
REFERENCES
• Organizational behavior by FRED LUTHANS
• www.tutorialspoint.com
• economictimes.indiatimes.com
THANK YOU
