Explain the role negotiation techniques to resolve interpersonal conflicts.

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Principles and Practice of Management
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• Principles and Practice of Management
•  
• Case Studies
• Case (20 Marks)
• The purpose of this case study is to
  explain a specific type of intervention that is
  both an interpersonal intervention, and also a
  techno-structural intervention. A fictitious
  situation of a conflict between three senior
  executives (called Role Incumbents) in a work
  group is presented. Through an iterative process,
  each of these three incumbents lists the tasks to
  be performed as a part of ones role. This is
  followed by an understanding of ones tasks in
  relation to the others in terms of extent of
  interaction. Finally, each of these role
  incumbents proposes a set of behaviors expected
  of the other two role incumbents, leading to
  successful working relation.

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• Dave Franklin (Dave), Vice-President
  Operations, Agile Motors, knew there was trouble
  brewing as soon as he stepped into the banquet
  hall. Instead of a glittering array of crockery,
  vintage wine, and smartly dressed waiters, all he
  could see was chaos, and two of his senior most
  executives -Jane Anniston (Jane,
  Manager-Corporate Events)and Tim Malkovich (Tim,
  Manager-Sales) engaged in an animated argument.
  The hors doeuvres (appetizers) were there on the
  tables but had not been arranged.

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• Answer the following question.
•  
• Q1. Discuss the reasons of conflict between the
  three role incumbents.
•  
• Q2. Explain the role negotiation techniques to
  resolve interpersonal conflicts.
•  
• Q3. Can role negotiation technique be applied to
  large work group? Give brief.
•  
• Q4. Debate the threats or positive incentives
  which you think will yield the best results in a
  role negotiation technique.

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