5/03/08

PENGENALAN

Conflict Scenario

Imagine you have been working at a company for 8 years, and feel that you have a strong
career at this company. You are a marketing manager, and have been developing an idea for a
new marketing plan for one of the company’s products, a specialized web program. You
have told some friends and colleagues about the ideas and are very excited about the impact it
can have on the company (and your career, if all goes well). However, during one meeting,
the issue of how to market the web program came up unexpectedly. To your surprise you
boss, Chris Roberts, suddenly presented the proposal which you had been developing.
Moreover, Roberts presented the ideas as his/her own, without mentioning your name. The
corporate V.P. of marketing praised your boss for being creative and insightful. You are very
surprised about this sudden turn of events, and are thinking about what to do after the
meeting.

“If you were in this

situation, what would you do after the meeting?”

What other possibilities might

you consider? List as many or few as come to your mind.

what would happen if you approached the

conflict directly (that is, raised the issue with your boss/colleague, Chris Roberts)?”

“My relationship with Roberts would be damaged”

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and “Roberts would feel insulted,” as well as reverse scored items such as “Roberts would
respect me for being direct.”

“The
right way to behave in this situation is to let the issue go,” “It is best if people openly express
their concerns (reversed)”, and “People who are mature should keep their dissatisfaction to
themselves.”

Roberts would retaliate against me,”

“Roberts would treat me like an outsider,” and “Roberts would help me do my work, despite
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personal anger at me (reversed).”

“I would feel bad if Roberts felt embarrassed,” “I would sacrifice

personal gains to myself so that my boss would not feel hurt,” and “If Roberts feels upset,
that is Roberts’ problem (reversed)
 MEMAHAMI BUDAYA

1. apa itu budaya

2. focus pada nilai – mind programming

3. Hofstede

o Power distance

o Individualism-Collectivism

o Uncertainty Avoidance

o Masculine-Feminine

4. Triandis

Bil Orientasi Nilai Barat Timur

1 Pilihan Kebebasan/tiada kongkongan Rs brsm,harmoni,kekeluargn,rs slmt,

kumpulan bimbingn

2. Sanjungan Privacy Rangkaian/pertalian keluarga

3 Objek Pemilikan material Harmoni dgn alam

4 Dihormati Equality/efficiency/intelektual Umur/seniority/power

5 Pengurusan Persaingan Kerjasama/kompromi

6 Masa Orientasi masa depan/wang Masal lalulmasa kini/sabar

7 Ukuran kejayaan Symbol-simbol material Perhubungan manusia/persahabatan

8 Mengambil risiko Pemikiran strategic Menerima takdir

9 Sanjungan Kreativiti/problem solving Kejayaan kumpulan/status/tradisi/maruah

10 Gaya interaksi Tidak formal Ikut hirarki/formal

11 Komunikasi Direct/terus kepada inti/jelas Indirect/third party

5. Ciri-ciri masyarakat Individualistik dan Kolektivistik

PENDEKATAN PELBAGAI BUDAYA MENGURUS KONFLIK

The following model (see Figure 5) is an attempt to describe such theoretical

assumptions. According to this model, people with individualistic value
orientations try to prevent friction by controlling the situation through deep
exploration and information gathering (Strohschneider & G ﾁ ss, 1998). They are
achievement-oriented (Triandis, 1994) and willing to take risks, resulting in an
expansive-decisive strategy. Cross-cultural comparisons showed that people in
individualistic cultures prefer active, assertive and confrontational strategies for
resolving conflicts (Ohbuchi, Fukushima, & Tedeschi, 1999), have more
confidence in their personal decisions (Mann, Radford, Burnett, Ford, Bond,
Leung, Nakamura, Vaughan, & Yang, 1998) and might, therefore, be more
decisive and risky than people in collectivist cultures in their decisions. People
with collectivist values pay much more attention to the social aspects of
problems (Triandis, 1994) and search especially context information in uncertain
and complex situations (Strohschneider & G ﾁ ss, 1999). They are sensitive to
social consequences of their actions and follow a more defensive-incremental
strategy (G ﾁ ss, Strohschneider, & Halcour, 2000). They value security, are more
risk-avoiding and follow passive, collaborative and avoiding strategies (Ohbuchi
et al., 1999).