MGT420 Module 3 - Background Conflict And Negotiation Requir

MGT420 Module 3 - Background Conflict and Negotiation Required Reading

MGT420 Module 3 - Background conflict and negotiation required reading start off with two short videos from Professor Debow of the University of California, Irvine that will give you an overview of the main principles of conflict and negotiation: Debow, N. (2015) Different types of conflict, Lesson 1. Types of Conflict. Retrieved from: Debow, N. (2015) Different types of conflict, Lesson 2. Types of Conflict. Retrieved from: Now dig deeper into this topic with the following two book chapters. The following two readings are especially important for the Case Assignment so go through these chapters carefully: Luthans, F., Luthans, K. W., & Luthans, B. C. (2015). Chapter 9: Stress and conflict. Organizational behavior: An evidence-based approach. Charlotte, North Carolina: Information Age Publishing, pp. . [EBSCO. Note: you don’t have to read the whole chapter, just the second part on organizational conflict] Bauer, T., & Erdogan, B. (2012). Chapter 10: Conflict and negotiations. Organizational Behavior. Lardbucket.org Shearouse, S. H. (2011). Chapter 5: How we respond: Approaches to conflict. Conflict 101: A manager's guide to resolving problems so everyone can get back to work. New York: AMACOM. [eBook Business Collection] Optional Reading Sims, R. (2002). Chapter 10 Conflict and negotiation at work. Managing Organizational Behavior. Greenwood Press Westport, CT [eBook Academic Collection]

Paper For Above instruction

The management of conflict within organizations is a critical aspect of organizational behavior that directly influences productivity, employee morale, and overall organizational success. In the context of organizational change, such as mergers, conflicts can often become complex and multifaceted, requiring careful analysis of their nature and appropriate management strategies. This paper examines the conflict faced by Nick Cunningham, a manager involved in the acquisition of a well-managed, highly profitable company, Beauchamp, Becker, and Company, by a larger corporation, Synergon. The analysis evaluates whether the conflict is functional or dysfunctional, explores its sources, discusses suitable conflict management styles, and offers additional recommendations grounded in established organizational behavior theories.

1. Functional or Dysfunctional Conflict?

The conflict encountered by Nick Cunningham can be classified as dysfunctional. Dysfunctional conflict impairs organizational performance, exacerbates tensions, and hampers cooperation, often leading to negative outcomes (Bauer & Erdogan, 2012). In Cunningham’s case, the threat of retirement from Julian Mansfield, the managing director of Beauchamp, reflects significant resistance rooted in perceived threats to job security and organizational stability. This form of conflict impairs the integration process, threatening the success of the merger. According to Luthans et al. (2015), dysfunctional conflicts tend to be emotional, personal, and destructive, as they distract from organizational goals and foster hostility. The scenario underscores these aspects, with top leadership resistance representing a barrier to effective cooperation. Therefore, this conflict is primarily dysfunctional, as it risks undermining the strategic intent of the merger and the continuity of valuable organizational culture and knowledge.

2. Source of the Conflict

The primary source of this conflict stems from relationship/interpersonal issues, specifically, conflicting perceptions and interests between Synergon’s management policies and Beauchamp’s established leadership. Bauer and Erdogan (2012) define relationship conflicts as disagreements rooted in personal dislikes, differences in values, or communication breakdowns. In this context, the rigid, often aggressive acquisition approach employed by Synergon contrasts sharply with Beauchamp’s management style, which values stability and employee retention. Julian Mansfield’s threat of retirement exemplifies a personal response to organizational change, highlighting a conflict rooted in individual perceptions of job security and organizational loyalty. Additionally, task-based conflicts arise concerning the strategic goals of the merger, such as maintaining managerial stability versus implementing rapid restructuring. The clash of these interests fuels the interpersonal tension, making relationships a significant source of conflict here.

3. Conflict Management Style

Considering the options outlined in Shearouse (2011) and Bauer and Erdogan (2012), the most appropriate conflict management style for Nick Cunningham in this scenario appears to be collaboration. Collaboration involves working jointly with the involved parties to find a mutually beneficial solution, emphasizing open communication, understanding underlying interests, and integrating different perspectives (Shearouse, 2011). Given the high stakes of the merger and the importance of retaining top leadership to ensure success, a collaborative approach would facilitate dialogue with Julian Mansfield and other top leaders, aiming to address their concerns about job security and organizational stability. This approach promotes trust, encourages deal-making, and aligns with organizational objectives by fostering cooperation rather than confrontation.

4. Additional Recommendations

Based on the background readings, additional strategies for Nick Cunningham include adopting a principled negotiation approach as advocated by Fisher, Ury, and Patton (2011). This involves separating people from the problem, focusing on interests rather than positions, and generating options for mutual gain. In practical terms, Cunningham should conduct honest, empathetic dialogues with Julian Mansfield, exploring ways to implement organizational changes while safeguarding key leadership roles. Moreover, employing influence tactics discussed by Cialdini (2001), such as rational persuasion and reciprocity, could help garner support from top management. Finally, engaging in proactive conflict management by establishing clear communication channels and involving key stakeholders early in the restructuring process can prevent escalation and foster a collaborative environment.

Conclusion

In sum, the conflict faced by Nick Cunningham is predominantly dysfunctional, originating from relationship and task sources linked to organizational change. Employing a collaborative conflict management style, alongside principled negotiation tactics and strategic influence, can help address these issues constructively. Recognizing the importance of interpersonal dynamics and employing appropriate communication strategies are vital for successfully navigating organizational conflicts during mergers and acquisitions. Implementing these insights aligns with best practices outlined in the organizational behavior literature and enhances the likelihood of a successful organizational integration.

References

• Bauer, T., & Erdogan, B. (2012). Organizational Behavior. Lardbucket.org.
• Cialdini, R. B., & Martin, S. (2012). Science of persuasion. Influence at Work. Retrieved from https://influenceatwork.com.
• Cialdini, R. B. (2001). Harnessing the science of persuasion. Harvard Business Review, 79(9), 72-79.
• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin.
• Jernigan, B. (2013). Elements of argument. Retrieved from https://www.criticalthinker.com.
• Luthans, F., Luthans, K. W., & Luthans, B. C. (2015). Organizational Behavior: An Evidence-Based Approach (Chapter 9). Information Age Publishing.
• Shearouse, S. H. (2011). Conflict 101: A manager's guide to resolving problems so everyone can get back to work. AMACOM.
• Sims, R. (2002). Managing Organizational Behavior. Greenwood Press.