power, politic, conflict, and negotiation
DESCRIPTION
Chapter 13 organizational behaviorTRANSCRIPT
The Nature of Power and Politics• Power
– Principal means of directing and controlling organizational goals and activities
– Ability to get others to do something they might not otherwise do• Organizational politics Activities in which managers engage to increase their
power and to pursue goals that favor their individual and group interests.
The Good Side of Power
• Improve decision making quality• Promote change • Encourage cooperation• Promote new organizational goals
Sources of Individual Power
• Formal power
– Legitimate power– Reward power– Coercive power– Information power
• Informal power
– Expert power– Referent power– Charismatic power
Sources of Functional and Divisional Power
• Ability to control uncertain contingencies• Irreplaceability• Centrality• Ability to control and generate resources
Tactics for Increasing Individual Power
• Tapping the sources of functional and divisional power
• Recognizing who has power• Controlling the agenda • Bringing in an outside expert• Building coalitions and alliances
Factors of Relative Power• Sources of power• Consequences of power• Symbols of power• Personal reputations• Representational indicators
What is Organizational Conflict?
Self-interested struggle that arises when the goal-directed behavior
of one person or group blocks the goal-directed behavior
of another person or group
Sources of Conflict• Differentiation
– Differences in functional orientations– Status inconsistencies
• Task relationships– Overlapping authority– Task interdependencies– Incompatible evaluation systems
• Scarcity of resources
Figure 13.5 Pondy’s Model of Organizational Conflict
• Stage 1 – Latent conflict• Stage 2 – Perceived conflict• Stage 3 – Felt conflict• Stage 4 – Manifest conflict• Stage 5 – Conflict aftermath
Forms of Manifest Conflict• Open aggression• Violence• Infighting• Sabotage• Physical intimidation• Lack of cooperation
Negotiation
• Initial offer• Counteroffers• Concession• Compromise
A process in which groups with conflicting interests meet togetherto make offers, counteroffers, and concessions to each other in aneffort to resolve their differences.
Individual-Level Conflict Management
• Manager meets with employees in conflict. All understand facts of conflict
• Manager summarizes dispute in written form• Manager discusses facts in report with each
employee separately and works out a common solution
• Manager gets commitment to resolving dispute
Group-Level Conflict Management
• Compromise• Collaboration• Accommodation• Avoidance• Competition
Promoting Compromise• Emphasize common goals• Focus on the problem, not the people• Focus on interests, not demands• Create opportunities for joint gain• Focus on what is fair
Union-Management Negotiations• Distributive bargaining• Attitudinal structuring