UMBA 553: Organizational Conflict& Negotiation Management.
This course covers different aspects & theories of conflict management & the application of those theories &research to business firms. The strategies and methods of managing conflict will be studied against social structures. Management of group and inter group processes will be covered from an organizational context. It will also explores the use of power and politics in the management processes and analyze the decision making process of different organizations. This course also covers negotiation process, objective of negotiation, importance of negotiation process.
Textbook: Managing conflict in Organization.Afzalur Rahman.
Reference: Managing Conflict. Richard E Walton.
Class room: https://meet.google.com/oow-whhh-gtr
Attendance: https://sandhiacademic.blogspot.com/p/attendance-for-organizational-conflict.html
Answer some questions (Form to fill up):
Class notes: Open document for all to exam preparation. so help each other. your performance will be evaluate !!
Assignment 1: Midterm question answer (any two)
Assignment 2: Case study on negotiation
Assignment 3: Final question answer (any two)
Suggestions for final:
Time: 2 Hours Full marks: 40
Part A
Part A
Answer any four of the following questions. 4x2.5= 10
1. What do you mean by conflict?
2. What is negation?
3. What is hostility?
4. Is conflict avoidable?
5. How do you learn own conflict resolution style?
1. What do you mean by conflict?
2. What is negation?
3. What is hostility?
4. Is conflict avoidable?
5. How do you learn own conflict resolution style?
6. Define conflict.
7. Define negotiation.
8. What is conflict resolution skills?
9. What is cooperative negotiation?
10. Write five tips for resolving workplace disputes.
Part B
7. Define negotiation.
8. What is conflict resolution skills?
9. What is cooperative negotiation?
10. Write five tips for resolving workplace disputes.
Part B
Answer any two of the following questions. 2 x5 =10
11. Discuss the styles of dealing with conflict?
12. How can we keep conflict cognitive?
13. What are the road blocks to resolve conflict?
11. Discuss the styles of dealing with conflict?
12. How can we keep conflict cognitive?
13. What are the road blocks to resolve conflict?
14. What are the sources of conflict?
15. How manager can handle conflict in the workplace?
16. Discuss the stages of negotiation.
Part C
15. How manager can handle conflict in the workplace?
16. Discuss the stages of negotiation.
Part C
Answer any two the following Questions 2 x10 =20
17. ‘Organizations have to meet the challenge of change by adopting multiple strategies to reduce conflict. ’You are the vice-president of human resources. What actions would you suggest the corporation takes in stipulations of romance somebody as of work? How it cause problems?
17. ‘Organizations have to meet the challenge of change by adopting multiple strategies to reduce conflict. ’You are the vice-president of human resources. What actions would you suggest the corporation takes in stipulations of romance somebody as of work? How it cause problems?
18. ’You are the director of human resources in Prime Bank. How employee participation in decision making minimize conflict in your bank? Discuss with example.
19. What is stress? Discuss the relation between stress related illness and intra-personal conflict with example.
20. a) Discuss the styles of negotiation with example.
b) What is deadlock in negotiation?
b) What is deadlock in negotiation?
21. “ Organizations have to meet the challenge of change by adopting multiple strategies.” Describe these strategies. Consider what qualities a good planned change programme has, and outline the steps in the planned change process to reduce conflict.
22. You have just been promoted to the position of general manager of a service division that provides in-flight meals for six large, global airlines. You have deep knowledge of all aspects of this work including supplier relations, food preparation and packaging, and sales fulfillment.Lately you have noticed rising voluntary turnover in units of your delivery staff (workers who stock planes with meals prior to departure). In addition to staff turnover, you are now aware of some dissatisfaction among flight crews with respect to your staff’s meal delivery and stocking work prior to departures. You have not fully diagnosed the problem, but from exit interview information you suspect that aspects of job satisfaction are low among these key employees. You also suspect that loading meals prior to departures has become quite rushed – at times going on as passengers are boarding.
Develop the key elements of a plan to systematically address these problems in an integrated fashion before both begin to raise the company’s sales fulfillment costs to reduce conflict.
23. Identify the important psychological features in employee participation in decision making. Discuss the assumptions that managers must make if they wish to use participation to strengthen operational effectiveness and competitive advantage to reduce conflict.
24. You are a manager in Prime Bank. How can you handle conflict in your work?
25. You are a HR director in Nestlé Bangladesh. You are facing some problem regarding the delegation of authority. As a HR director how can you negotiate? Discuss the negotiation process with diagram.
26. ‘Organisations have to meet the challenge of change by adopting multiple strategies.’ Describe these strategies. Consider what qualities a good planned change programme has and outline the steps in the planned change process to reduce conflict.
Develop the key elements of a plan to systematically address these problems in an integrated fashion before both begin to raise the company’s sales fulfillment costs to reduce conflict.
23. Identify the important psychological features in employee participation in decision making. Discuss the assumptions that managers must make if they wish to use participation to strengthen operational effectiveness and competitive advantage to reduce conflict.
24. You are a manager in Prime Bank. How can you handle conflict in your work?
25. You are a HR director in Nestlé Bangladesh. You are facing some problem regarding the delegation of authority. As a HR director how can you negotiate? Discuss the negotiation process with diagram.
26. ‘Organisations have to meet the challenge of change by adopting multiple strategies.’ Describe these strategies. Consider what qualities a good planned change programme has and outline the steps in the planned change process to reduce conflict.
1.What is Organizational Conflict?
ReplyDeleteAns:
A basic definition of organizational conflict is disagreement by individuals or groups within the organization, which can center on factors ranging from resource allocation and divisions of responsibility to the overall direction of the organization. A common example of organizational conflict occurs when workers advocate for higher pay and the business owner or management wants pay levels to remain the same.
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. There is also conflict within individuals, between competing needs and demands, to which individuals respond in different ways.
_Era Jahan_
Question: 11
ReplyDeleteCauses of conflict in the workplace
Guide
Every employee has needs and certain expectations at work, and conflict could arise in the workplace when people feel that these are not being met or are being ignored.
What causes workplace conflict?
Conflict in the workplace could be the result of:
poor management
unfair treatment
unclear job roles
inadequate training
poor communication
poor work environment
lack of equal opportunities
bullying and harassment
significant changes to products, organisational charts, appraisals or pay systems
Major causes of workplace conflict
Other major causes of conflict in the workplace include:
Personality clashes - the 'personality mix' within a team can be upset when a new member of staff joins or if two colleagues suddenly fall out. Individuals may also respond to difficult or challenging situations in an unhelpful or unproductive way.
Unrealistic needs and expectations - conflict at work can often be caused when employers ignore the needs of employees or set unrealistic expectations. For example, arranging hours that make it difficult for employees to carry out childcare responsibilities.
Business values - most people have very clear ideas about what they think is fair, and your organisation's procedures and policies must reflect this. For example, giving someone a fair hearing or explaining the reasoning behind a decision.
Unresolved workplace issues - for example, an employee might ask to be moved to another team because of their manager's 'aggressive' leadership style. However, the employee may have other reasons - for example, they may blame their manager for a lack of training or career progression.
Increase in workload - sometimes workplace conflict is caused because people feel they are being pushed too hard and resentment sets in if they feel their workload is unmanageable
https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/conflict-management-styles/
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