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?
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 ...