人员试用标准课件

ManagingConflictsofInterestManagingConflictsofInterestDefinition-Conflict"aprocesswhichbeginswhenonepartyperceivesthattheotherisfrustrated,orisabouttofrustrate,someconcernofhis(orher).Thomas,1976inB&Hp634Definition-Conflict"aprocesExerciseClients–whoisaffected?Actors–whoaretheleadingplayers(individuals,groupsandinstitutions)Transformations(whatisthecontentandprocess?Whatisthegroundthatisbeingfoughtover?)World-view–whatisthewiderperspectiveOrganisation–whataretheorganisationalandcoordinativeimplicationsEnvironment–whatarethecharacteristicsoftheenvironmentinwhichthisisplayed?Whataretheconflicts&interests?Howaretheymanifested(feelings&behaviour)?Howwouldtheconflictsnormallyberesolved?Howdoyouthinktheparticipantsperceivetheresolutionsintermsofdegreeofsatisfaction?ReviewanapparentsourceofconflictofinterestinyourorganisationExerciseClients–whoisaffecOrganisationalpolicyandpracticeonconflictmanagementWhatwouldbethecontentandcoverageofanorganisationalpolicyonconflictmanagement?Whatpolicyareas?Whatnormsandexpectationsintermsofbehaviour?OrganisationalpolicyandpracFactorsinfluencingthemannerofresolutionOrganisationalclimate&cultureHabituation,custom&practice,statusquoPersonalorpoliticalinterestsPresenceorabsenceofsystems,policies&proceduresformanagingconflictIndividualskillinconflicthandlingWillingnesstocompromiseFactorsinfluencingthemannerAttitudestowardsconflictAwayoflifeWar("…all'sfairinlove&…..")AttritionCoupdegraceCompetition("…we'llseewhogetstherefirst")Avoidance("…leavewellalone")Accommodation("…no,afteryou")Compromise("…splitthedifference")Collaboration("…letsworkthisouttogether")B&Hpp564-656AttitudestowardsconflictAwaConflictandinterpersonalcommunicationRaw,coercive,physicalpowerConflictasamediatedprocessofsocialinteractionIndividualprocesses(aggressiveandpolitecommunication,conflicthandling,competence)Waysofthinkingaboutit(roles&identities,institutionalpressures,culturalandorganisationalconstraints,ethicalboundaries)Interactiveprocesses(formalnegotiations,cultural&communicationprocessesininternationalbusiness,negotiationincrises,officeresentmentsandclashes)AnneMaydenNicoretaetal1995ConflictandinterpersonalcomSourcesofconflictOrganisationalhierarchyCompetitionforscarceresourcesSelf-image&stereotypicalviewsofothersDifferinggoals&objectivesFailures&resultantblamefixingPoorcoordinationofactivitiesSourcesofconflictOrganisatioPlayerattitudesIwin–youlose(aggressive)Ilose–youwin(passive)Ilose–youlose(totalwar)Iwin–youwin(assertive)PlayerattitudesIwin–youloStokingthefiresDoingthings"bythebook"PoorordysfunctionalcommunicationPickingflightsSabotage&spoilingtacticsDisregardingalienation&isolationPublic(ritual)humiliationHighlightingfaults&failuresofothersOvertimeèdistortedperceptions&raw,exaggeratedemotions.Rationalactionunlikely.StokingthefiresDoingthingsConflictresolution-definition"….Aprocessthathasasitsobjectivetheendingofconflictbetweendisagreeingparties".B&Hpp653Conflictresolution-definitiHowcanweresolvethedamagingeffectsof:Avoidance&festeringsoresAccommodation&resentmentongivinggroundThedilemmaofcompetition–creativity,energy*thenlosersatthetapeWar–attrition,diversionofresources,defend/attack,subjugationtothevictor.Sub-optimisationarisingfromcompromise.Negotiation&bargainingpower,atemporary,expedientdeal.HowcanweresolvethedamaginUnitaryandpluralisticframesofreferenceUnitaryOnesetofvalues,beliefs,commitmentsSharedunderstanding&commitmenttoobjectivesOnesourceofleadershipTeammembers-AllpullinginthesamedirectionPotentialforharmonyisassumedprovidedleadercommunicateswellDisagreementsètheresultofmisunderstandingDissidents–the"rabble"hypothesisAlanFox–ResearchPapertotheDonovanCommission1968UnitaryandpluralisticframesUnitaryandpluralisticframesofreferencePluralisticMultiplevalues,beliefs,commitmentsandobjectivesDiverseperceptionsandunderstandingsCompetingsourcesofleadershipandloyaltyIndividuals&membersofseparategroupsPullingindifferentdirections–allinsameboatbut……Potentialfordisagreement+conflictisinherent.NaturaldistrustinmanagementauthorityRighttochallengedecisionsandsharepowerRepresentativeparticipation>dissidentsBeyondContract(Fox1974)agreementsare"bestwecangetatthemoment".UnitaryandpluralisticframesConflictmanagementtechniquesConflictresolvingtechniquesinaunitaryframework?inapluralisticsetting?Managementbyconfrontation–stimulatingconflictBargainingDistributivebargainingNegotiations.Fixedsumisdividedup.Win-loseIntegrativebargainingProblem-solvingnegotiation-seektoincreasethetotalcake.Createwin-winsituationbothpartiesIntra-organisationalBargainingRobbins1996(inB&Hp653)ConflictmanagementtechniquesFormalconflictsOrganisational"machinery"toreceive&processdisputeswithinunitaryandpluralisticsettings?Traditionally–represents"ownersofcapital"&"labour"Positiveandnegativeroleforcompanyandemployee?Pendulum–shiftingpower(employmentlaw/labourmarketdynamics).FormalconflictsOrganisationalWhatmachinery?ProceduresforNegotiationIndividualgrievanceCollectivedisputesDisciplinarymattersRedundancyBangingheadstogether(powerintervention)Problem-solvinghuddles–mediationPsychotherapyTakeittocommitteeQualityreviewpanelsThird-partyintervention&arbitrationResorttolitigationWhatmachinery?ProceduresforEmployer-EmployeeRelationshipsMovefrom"traditionalindustrialrelations"towardsanew"employeerelations"stylewithnewstyleagreementsFlexibilityEmployeeinvolvementTQMTeamworking&empowermentEdRose(inMabey&Salamanpp266)Frompluralism&distributionwithhighbargainingleverageTounitary,integrativebargaining,trustand/orlowbargainingpower.Employer-EmployeeRelationshiDiversity&equalityofopportunityStatementondiversity"….acceptthattheworkforceconsistsofadiversepopulationofpeople.Thediversityconsistsofvisible&non-visibledifferencesincludinggender,ethnicity,disability,workstyle,personality.Itisfoundedonthepremisethatharnessingthesedifferenceswillcreateaproductiveenvironmentwheretalentsarebeingfullyutilised&inwhichorganisationgoalsaremet."BinnaKandola&JohannaFullerton1994Claimrights,libertyandrightstopropertyDefenceofselfinterest.Libertarianismandcommunitarianism.Diversity&equalityofopportWhydoesunfairnessflourish?Equity,fairness,individualsandgroups?PerceivedunfairnessHaves&"have-nots".Winners-losersStructuralbiasesNational&organisationalculturesChoicesandhabitsTopmanagementcommitments(orlackofthem)TeleologyandleadershipbehavioursStereotyping"universalattributionofcharacteristics"Whydoesunfairnessflourish?EManagingConflictsofInterestManagingConflictsofInterestDefinition-Conflict"aprocesswhichbeginswhenonepartyperceivesthattheotherisfrustrated,orisabouttofrustrate,someconcernofhis(orher).Thomas,1976inB&Hp634Definition-Conflict"aprocesExerciseClients–whoisaffected?Actors–whoaretheleadingplayers(individuals,groupsandinstitutions)Transformations(whatisthecontentandprocess?Whatisthegroundthatisbeingfoughtover?)World-view–whatisthewiderperspectiveOrganisation–whataretheorganisationalandcoordinativeimplicationsEnvironment–whatarethecharacteristicsoftheenvironmentinwhichthisisplayed?Whataretheconflicts&interests?Howaretheymanifested(feelings&behaviour)?Howwouldtheconflictsnormallyberesolved?Howdoyouthinktheparticipantsperceivetheresolutionsintermsofdegreeofsatisfaction?ReviewanapparentsourceofconflictofinterestinyourorganisationExerciseClients–whoisaffecOrganisationalpolicyandpracticeonconflictmanagementWhatwouldbethecontentandcoverageofanorganisationalpolicyonconflictmanagement?Whatpolicyareas?Whatnormsandexpectationsintermsofbehaviour?OrganisationalpolicyandpracFactorsinfluencingthemannerofresolutionOrganisationalclimate&cultureHabituation,custom&practice,statusquoPersonalorpoliticalinterestsPresenceorabsenceofsystems,policies&proceduresformanagingconflictIndividualskillinconflicthandlingWillingnesstocompromiseFactorsinfluencingthemannerAttitudestowardsconflictAwayoflifeWar("…all'sfairinlove&…..")AttritionCoupdegraceCompetition("…we'llseewhogetstherefirst")Avoidance("…leavewellalone")Accommodation("…no,afteryou")Compromise("…splitthedifference")Collaboration("…letsworkthisouttogether")B&Hpp564-656AttitudestowardsconflictAwaConflictandinterpersonalcommunicationRaw,coercive,physicalpowerConflictasamediatedprocessofsocialinteractionIndividualprocesses(aggressiveandpolitecommunication,conflicthandling,competence)Waysofthinkingaboutit(roles&identities,institutionalpressures,culturalandorganisationalconstraints,ethicalboundaries)Interactiveprocesses(formalnegotiations,cultural&communicationprocessesininternationalbusiness,negotiationincrises,officeresentmentsandclashes)AnneMaydenNicoretaetal1995ConflictandinterpersonalcomSourcesofconflictOrganisationalhierarchyCompetitionforscarceresourcesSelf-image&stereotypicalviewsofothersDifferinggoals&objectivesFailures&resultantblamefixingPoorcoordinationofactivitiesSourcesofconflictOrganisatioPlayerattitudesIwin–youlose(aggressive)Ilose–youwin(passive)Ilose–youlose(totalwar)Iwin–youwin(assertive)PlayerattitudesIwin–youloStokingthefiresDoingthings"bythebook"PoorordysfunctionalcommunicationPickingflightsSabotage&spoilingtacticsDisregardingalienation&isolationPublic(ritual)humiliationHighlightingfaults&failuresofothersOvertimeèdistortedperceptions&raw,exaggeratedemotions.Rationalactionunlikely.StokingthefiresDoingthingsConflictresolution-definition"….Aprocessthathasasitsobjectivetheendingofconflictbetweendisagreeingparties".B&Hpp653Conflictresolution-definitiHowcanweresolvethedamagingeffectsof:Avoidance&festeringsoresAccommodation&resentmentongivinggroundThedilemmaofcompetition–creativity,energy*thenlosersatthetapeWar–attrition,diversionofresources,defend/attack,subjugationtothevictor.Sub-optimisationarisingfromcompromise.Negotiation&bargainingpower,atemporary,expedientdeal.HowcanweresolvethedamaginUnitaryandpluralisticframesofreferenceUnitaryOnesetofvalues,beliefs,commitmentsSharedunderstanding&commitmenttoobjectivesOnesourceofleadershipTeammembers-AllpullinginthesamedirectionPotentialforharmonyisassumedprovidedleadercommunicateswellDisagreementsètheresultofmisunderstandingDissidents–the"rabble"hypothesisAlanFox–ResearchPapertotheDonovanCommission1968UnitaryandpluralisticframesUnitaryandpluralisticframesofreferencePluralisticMultiplevalues,beliefs,commitmentsandobjectivesDiverseperceptionsandunderstandingsCompetingsourcesofleadershipandloyaltyIndividuals&membersofseparategroupsPullingindifferentdirections–allinsameboatbut……Potentialfordisagreement+conflictisinherent.NaturaldistrustinmanagementauthorityRighttochallengedecisionsandsharepowerRepresentativeparticipation>dissidentsBeyondContract(Fox1974)agreementsare"bestwecangetatthemoment".UnitaryandpluralisticframesConflictmanagementtechniquesConflictresolvingtechniquesinaunitaryframework?inapluralisticsetting?Managementbyconfrontation–stimulatingconflictBargainingDistributivebargainingNegotiations.Fixedsumisdividedup.Win-loseIntegrativebargainingProblem-solvingnegotiation-seektoincreasethetotalcake.Createwin-winsituationbothpartiesIntra-organisationalBargainingRobbins1996(inB&Hp653)ConflictmanagementtechniquesFormalconflictsOrganisational"machinery"toreceive&processdisputeswithinunitaryandpluralisticsettings?Traditionally–represents"ownersofcapital"&"labour"Positiveandnegativeroleforcompanyandemployee?Pendulum–shiftingpower(employmentlaw/labourmarketdynamics).FormalconflictsOrganisationalWhatmachinery?ProceduresforNegotiationIndividualgrievanceCollectivedisputesDisciplinarymattersRedundancyBangingheadstogether(powerintervention)Problem-solvinghuddles–mediationPsychotherapyTakeittocommitteeQualityreviewpanelsTh