Post on 06-Apr-2018
8/3/2019 11-OB Chapter 8
1/22
Organizational power,politics and conflict
12/05/2008
8/3/2019 11-OB Chapter 8
2/22
Definition of organizational power
Sources of power
Powerless and empowerment Inter-departmental power
Power tactics
Organizational power
8/3/2019 11-OB Chapter 8
3/22
1.Definition
Organizational power: A capacity that Ahas to influence the behavior of B so that Bdoes things he or she would not otherwisedo (pp.217)
The potential to influence others
People have power they dont use and maynot know they possess
Power requires one persons perception ofdependence on another person
8/3/2019 11-OB Chapter 8
4/22
The Dark Side of Power and Politics
people associate power andpolitics with attempts to useorganizational resources forpersonal advantage and toachieve personal goals atthe expense of other goals.
8/3/2019 11-OB Chapter 8
5/22
The Bright Side of Power
Improve decision making quality
Promote change
Encourage cooperation Promote new organizational
goals
8/3/2019 11-OB Chapter 8
6/22
2.Sources of Power5 category classification scheme by French & Raven
Reward PowerSalary, Bonus, Promotion
Coercive Power
Forcing someone to do something
Legitimate Power
Based on position; mutual agreement
Referent Power
Based on interpersonal attraction Expert Power
Based on knowledge or info value
8/3/2019 11-OB Chapter 8
7/22
3. Empowerment
Powerlessness: a real or perceived state of
having little or no power.
Is power given or self-built?
Delegation with clear boundaries
A process of risk taking and accountability
An environment that encourages people to take
calculated risk and accountability in decisions
8/3/2019 11-OB Chapter 8
8/22
4. Inter-departmental power
8/3/2019 11-OB Chapter 8
9/22
Inter-departmental power(horizontal)
Dependency The power of department A over department B is
greater when department B depends on A.
Financial resources Departments that generate income for an organization
have greater power.
Centrality Centrality reflects a departments role in the primary
activity of an organization.
One measure of centrality is the extent to which thework of the department affects the final output of theorganization.
8/3/2019 11-OB Chapter 8
10/22
Inter-departmental power(horizontal)
Nonsustainability
If an employee cannot be easily replaced, his or her
power is greater.
Coping with uncertainty
Departments that reduce the uncertainty for theorganization will increase their power; i.e.
technological developments for IT Departments.
8/3/2019 11-OB Chapter 8
11/22
5.Power tactics ways in which powerholdertranslate power basis into specific actions
Reason:logical or rational presentation
friendliness:use of flattery,creation of goodwill,
acting humble,friendly prior to making a request
coalition:getting others support to back up bargaining:negotiation through favors exchange
assertiveness: use of a direct & forcefulapproach such as demanding compliance with
request higher authority:gaining the support of higher
sanction
8/3/2019 11-OB Chapter 8
12/22
Organizational politics1.Definition
Politicsis the application of powerbuilding andusing influence towards intended purposes anddesired outcomes.
Constructive politicsis where organizational
interest comes before personal interest. Its alsoconducted within good ethical standards
Destructive politicsis where personal or sub-group interest comes before organizational interest
or is simply building personal empire. It isconducted without regards to ethical standards
8/3/2019 11-OB Chapter 8
13/22
Organizational politics2.Domains of political activity
Structural change
Inter-departmental coordination
Resource allocation Management succession
8/3/2019 11-OB Chapter 8
14/22
Organizational Conflict
Organizational Conflict
The discord that arises when goals, interests orvalues of different individuals or groups are
incompatible and those people block each others
efforts to achieve their objectives. Conflict is inevitable given the wide range of goals
for the different stakeholder in the organization.
Lack of conflict signals that management emphasizes
conformity and stifles innovation. Conflict is good for organizational performance
although excessive conflict causes managers to spendtoo much time achieving their own ends.
8/3/2019 11-OB Chapter 8
15/22
The Effect of Conflict on OrganizationPerformance
Figure 16.1
8/3/2019 11-OB Chapter 8
16/22
Sources of Conflict
Figure 16.3
8/3/2019 11-OB Chapter 8
17/22
Sources of Conflict
Incompatible Goals and Time Horizons
Different groups have differing goals and focus.
Overlapping Authority Two or more managers claim authority for the
same activities which leads to conflict betweenthe managers and workers.
Task Interdependencies One member of a group or a group fails to finish a
task that another member or group depends on,causing the waiting worker or group to fall behind.
8/3/2019 11-OB Chapter 8
18/22
Sources of Conflict
Incompatible Evaluation or Reward Systems
A group is rewarded for achieving a goal, butanother interdependent group is rewarded for
achieving a goal that conflicts with the first group.
Scarce Resources
Managers can come into conflict over the
allocation of scare resources. Status Inconsistencies
Some individuals and groups have a higherorganizational status than others, leading to
conflict with lower status groups.
8/3/2019 11-OB Chapter 8
19/22
Conflict ManagementStrategies
Functional Conflict Resolution
Handling conflict by compromise or collaborationbetween parties.
Compromise: each party is concerned about their goalaccomplishment and is willing to engage in give-and-
take exchange to reach a reasonable solution.
Collaboration: parties try to handle the conflict without
making concessions by coming up with a new way toresolve their differences that leaves them both better
off.
Managers also must address individual sources of
conflict.
8/3/2019 11-OB Chapter 8
20/22
Conflict-management style
8/3/2019 11-OB Chapter 8
21/22
Conflict ManagementStrategies (cont..)
Strategies Focused on Individuals
Increasing awareness of thesource of conflict
Can conflict source can be foundand corrected?
Increasing diversity awareness
and skills
Older workers may resent younger
workers, or experience culturaldifferences.
Practicing job rotation ortemporary assignments
Provides a good view of whatothers face.
Using permanent transfers and
dismissals when necessary
Avoids problem interactions.
8/3/2019 11-OB Chapter 8
22/22
Conflict ManagementStrategies (cont)
Strategies Focused on The Whole Organization
Changing the structure of theorganization
Shifting from a functionalstructure to a product structure asthe organization increases in size.
Increasing the levels ofintegration in the organization
Using cross-functional teams toresolve conflicts betweendepartments.
Changing the organizationsculture
Taking steps to changedysfunctional norms and values to
reduce conflict and refocus theorganization on effective goals.
Altering the source of theconflict
If conflict is due to overlappingauthority, managers can fix theproblem at the source.