Conflict-Management Chapter 14 Conflict & Negotiation June 27, 2005

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Conflict-Management Chapter 14 Conflict & Negotiation June 27, 2005

Appalachian Bible College, US has reference to this Academic Journal, June 27, 2005 Tonight is the last class before the final exam ? Final exam ? please let me know your choice of Option A (original format) or Option B (essays) Team leader interview/exercise ? due July 11th Extra credit ? due on July 11th in class Tonight we?ll cover some key points from the last of the chapters? Chapter 14 Conflict & Negotiation Functional conflict = supports the goals of the group in addition to improves its performance Dysfunctional = hinders group performance Task conflict = occur over content in addition to goals of the group Process conflict = how work gets done Relationship conflict = interpersonal relationships (DYSFUNCTIONAL) Conflict-Management One effective approach is so that create a ?super- ordinate? goal or a goal that cannot be attained w/out the cooperation of each of the conflicting parties. Ex) focus on the competition ? ?We will beat company X?

 Mangan, Tim Appalachian Bible College www.phwiki.com

 

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Conflict in addition to Unit Performance Distributive versus Integrative Bargaining Negotiation Successful/effective managers are often very astute negotiators?. Step 1: Prepare in addition to plan (determine your ?BATNA?) Step 2: Define ground rules Step 3: Clarification in addition to justification Step 4: Bargaining & problem solving Step 5: Closure in addition to implementation

Exercise I know it?s just a class, you know it?s just a class but try your best so that negotiate a good deal Please work towards a final $$ sales price ? thanks! Chapter 15 & 16 Chapter 15 is not on the final exam but is important as you think about designing organizations ? I encourage you so that read it Chapter 16 opens our eyes so that the future of management in the US in addition to the world Chapter 16 Technology ? The Internet E-commerce, E-business, E-organization How works ?get done? Decision making ? action oriented ? make mistakes, learn in addition to move forward Communication ? when? How much? By whom? In what context? Why? Politics/networking/leadership/relationships

Communication Disorders Definition Prevalence Concerns alongside Classifying Language Disorders Six Theories Classification of Language Disorders Speech Assessment Educational Considerations Early Intervention

Chapter 16 Work space design ? size, arrangement, privacy, Feng Shui, ?cognitive ergonomics? Work re-design options: Job Rotation ? Cross training ? flexibility & skills Job Enlargement ? horizontal expansion of jobs Job Enrichment ? vertical expansion of jobs ? allow workers so that plan, execute, evaluate his/her work Work Schedule Options Flextime ? ex) Office open from 6am-6pm alongside ?core? hours of 10am-2pm when everyone can be assumed so that be ?in? Job sharing ? ex) you work Mon-Wed in addition to I work from Wed-Friday (we overlap or alternate Wednesdays) Telecommuting/virtual offices ? ex) work from home/road or share office space in various locations ? as long as work can be done this way Chapter 17 ? HR There are 3 key processes of HR Recruit in addition to select Evaluate performance Train in addition to develop

Selection Start alongside a job analysis when possible Tasks: frequencies, importance, criticality, needed day 1? Competencies: Knowledge, skills, abilities in addition to ?other? qualities A job analysis ? a job description Selection Interviews Assessments Personality tests Match the candidate alongside the job Performance Evaluations Purpose ? this is REALLY important in organizations! Discover what yours are in addition to how they are used in your organization when you are hired ? it will help avoid problems later! ? What so that evaluate? Traits? Behaviors? Who should evaluate? Boss? Self? 360 degree? How should we evaluate? What tool?

Performance Evaluations Train the raters Emphasize behaviors rather than traits Avoid chapter 5 ?perception? biases Document performance ? legal writing Use multiple sources Provide the ratees alongside due process Provide feedback Training & Development Can your employees read? Don?t laugh? Technical skills Interpersonal skills? Who is being trained? Why? How do you know? Look at the JOB ANALYSIS How so that train? Formal? Informal? On the job? Off-site? Not everyone learns the same way HR Should we just hire lawyers instead of HR managers? What is the future of HR? Strategic HR (joining the ranks of highest level of management in terms of prestige, pay, in addition to power) What?s new? Hot? Interesting?

Hot Trends In Selection, Retention in addition to Other Fun Information **Not On Final Exam** Just Sit Back in addition to Relax in addition to Listen ? Selection & Branding Microsoft = ?The Deal? in addition to Branding (e.g., Hamill, Suckow, Sablynski, 2003) Dell Computer Cardinal Health IBM PepsiCo Branding-Fit Organizational Attractiveness Person-Organization Fit Realistic Job Previews (RJPs) Once qualifications are assured, check fit

Puzzle Interview Questions Popularized by Microsoft Poundstone?s book ? ?How would you move Mt. Fuji?? Websites dedicated so that these types of questions ?How many gas stations are there in California?? ?Why are manhole covers round? Puzzle Interview Questions Anyone ever have so that answer these types of questions in an interview? How would you go about answering these? What do they measure? How do you know? Retention Job Embeddedness ? On in addition to Off-the-Job Factors are key Most studies focus on job satisfaction in addition to assume a gradual ?withdrawal? as dissatisfaction gets worse Mitchell, Holtom, Lee, Sablynski, Erez (2001) found JE is better predictor of turnover – later (2004) so that include performance, citizenship, absenteeism

Retention Bottom line ? use selection as FIRST tool in keeping good employees On in addition to off-the-job Fit, Links, in addition to Sacrifice ? all matter! Engage them ? get employees involved alongside work activities in addition to off-the-job events, life Understand ?shocks? happen in addition to cannot be avoided but can be prepared in consideration of Organizational Problem Solving We learned a manager has many roles in addition to responsibilities ? prioritize in each organization you are in ? find out what matters ? move towards excellence Performance is a function of: ABILITY MOTIVATION OPPORTUNITY Know how you are evaluated! ? Tips -Toolbox Fairness matters ? so that most people all the time Transparency in process Rewards matter! Focus on the POSITIVE Use RJPs in addition to branding efforts so that select in addition to retain Expect ?shocks? Perceptions ? think how others see the world Use structured interviews ? you?ll be glad you did Consider tools so that help alongside leadership behavior (e.g., LPI) Informal groups are critical in orgs Needs theories in addition to expectancy theory can drive motivation Ask questions daily When given feedback ? act or explain what happened

Tips -Toolbox Performance appraisals can drive actual performance Harvard Business Review ? ?No A**hole Rule? Conflict is normal in addition to can be helpful ? train employees on conflict resolution in addition to focus on functional conflict BATNA ? don?t leave home without it Environment matters ? keep an eye on the ?little things? Attitudes are moving targets Match people alongside tasks in addition to ?jobs? Create logical, clear career paths when possible Tips – Toolbox Depending on the org type, design jobs around people when possible Abilities differ ? it?s normal! Leadership can only happen when there are followers ? who are they? What do they want? Brainstorm often in addition to keep a record of ideas Train in consideration of future needs before they become needs Organizational culture is what YOU make it Focus on achieving ?expert power? in your organization GOOD LUCK ON THE EXAM Have a great July 4th weekend See you on July 11th at 6pm Please let me know your preference in consideration of the final exam ?Original? or ?Essay only?

Mangan, Tim Freelance Writer/Editor

Mangan, Tim is from United States and they belong to Freelance Writer/Editor and work for Genre Traveler, The in the AZ state United States got related to this Particular Article.

Journal Ratings by Appalachian Bible College

This Particular Journal got reviewed and rated by Retention Bottom line ? use selection as FIRST tool in keeping good employees On in addition to off-the-job Fit, Links, in addition to Sacrifice ? all matter! Engage them ? get employees involved alongside work activities in addition to off-the-job events, life Understand ?shocks? happen in addition to cannot be avoided but can be prepared in consideration of Organizational Problem Solving We learned a manager has many roles in addition to responsibilities ? prioritize in each organization you are in ? find out what matters ? move towards excellence Performance is a function of: ABILITY MOTIVATION OPPORTUNITY Know how you are evaluated! ? Tips -Toolbox Fairness matters ? so that most people all the time Transparency in process Rewards matter! Focus on the POSITIVE Use RJPs in addition to branding efforts so that select in addition to retain Expect ?shocks? Perceptions ? think how others see the world Use structured interviews ? you?ll be glad you did Consider tools so that help alongside leadership behavior (e.g., LPI) Informal groups are critical in orgs Needs theories in addition to expectancy theory can drive motivation Ask questions daily When given feedback ? act or explain what happened and short form of this particular Institution is US and gave this Journal an Excellent Rating.