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Organizational Behavior, 11th edition by John R. Schermerhorn, Jr, Mary Uhl-Bien, James G. Hunt, Richard N. Osborn

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Chapter 10. Conflict and Negotiation

Chapter at a glance

Managerial work is interpersonal work, and the word "yes" can often open doors, particularly in situations prone to conflict or involving negotiations. Here's what to look for in Chapter 10. Don't forget to check your learning with the Summary Questions & Answers and Self-Test in the end-of-chapter Study Guide.

WHAT IS THE NATURE OF CONFLICT IN ORGANIZATIONS?

Types of Conflict

Levels of Conflict

Functional and Dysfunctional Conflict

Culture and Conflict

HOW CAN CONFLICT BE MANAGED?

Stages of Conflict

Causes of Conflict

Indirect Conflict Management Strategies

Direct Conflict Management Strategies

WHAT IS THE NATURE OF NEGOTIATION IN ORGANIZATIONS?

Negotiation Goals and Outcomes

Ethical Aspects of Negotiation

Organizational Settings for Negotiation

Culture and Negotiation

WHAT ARE ALTERNATIVE STRATEGIES FOR NEGOTIATION?

Distributive Negotiation

Integrative Negotiation

How to Gain Integrative Agreements

Common Negotiation Pitfalls

Third-Party Roles in Negotiation

Why is it that a CEO brought in from outside the industry fared the best as the big three automakers went into crisis mode during the economic downturn? That's a question that Ford Motor Company's chairman, William Clay Ford Jr., is happy to answer. The person he's talking about is Alan Mulally, a former Boeing executive hired to retool the automaker and put it back on a competitive track. Bill Ford says: "Alan was the right choice and it gets more right every day."

Many wondered at the time ...

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