BUS 472 - Leacture 10 - Power Politics - Conflict Negotiation
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Transcript of BUS 472 - Leacture 10 - Power Politics - Conflict Negotiation
7/23/2019 BUS 472 - Leacture 10 - Power Politics - Conflict Negotiation
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BUS 472
Power & Politics
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© 2005 Prentice Hall Inc. All rights reserved. 13–2
A Definition of Power
A B
Power A has the capacity to infuencethe behavior o B, so B doeswhat A’ wishes
Dependency
B’s relationship to A when A has something
that B requires/needs.
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Bases of Power: Formal Power
oercive Power
A power base dependent onear.!eward Power Compliance achieved basedon the ability to distributerewards that others view as
valuable
"or#al Power Is established by an individual’s position in anorganization conveys the ability to coerce orreward! rom ormal authority! or rom control
o inormation.
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Bases of Power: Formal Power (cont’d)
%egiti#ate Power "he power a person receives as aresult o his or her position in theormal hierarchy o an
organization.In&or#ation Power
#ower that comesrom access to and
control overinormation.
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Bases of Power: Personal Power
'(pert Power Infuence based onspecial s$ills or$nowledge.
!e&erent Power Infuence based onpossession by an individualo desirable resources or
personal traits.haris#atic Power
An e%tension o reerent power stemmingrom an individual’s personality and
interpersonal style.
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Power Tactics
In&l*ence +actics,
• %egiti#acy
• !ational pers*asion
• Inspirational appeals
• ons*ltation
• '(change
• Personal appeals
• Ingratiation
• Press*re
• oalitions
In&l*ence +actics,
• %egiti#acy
• !ational pers*asion
• Inspirational appeals
• ons*ltation
• '(change
• Personal appeals
• Ingratiation
• Press*re
• oalitions
Power +actics
&ays in whichindividuals translatepower bases into
speci'c actions.
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Factors Influencing the Choice and
Effectieness of Power Tactics
e/*encing o& tactics
– (oter to hardertactics wor$s best.
ill&*l *se o& a tactic
– )%perienced users aremore successul.
!elative power o& the
tactic *ser
– (ome tactics wor$
better when applieddownward.
+he type o& re/*est
attaching to the tactic
– Is the request
legitimate*
How the re/*est is
perceived
– Is the requestaccepted as ethical*
+he c*lt*re o& theorganiation
– Culture a+ects user’schoice o tactic
o*ntryspeci&ic c*lt*ral
&actors – ,ocal values avor
certain tactics overothers.
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© 2005 Prentice Hall Inc. All rights reserved. 13–
Politics: Power in Action
Political 4ehavior
Activities that are not required as part oone’s ormal role in the organization! but thatinfuence! or attempt to infuence! thedistribution o advantages or disadvantageswithin the organization.
%egiti#ate Political 4ehavior
-ormal everyday politics.
Illegiti#ate Political 4ehavior
)%treme political behavior that violates theimplied rules o the game.
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Politics Is in the E!e of the Beholder
' 6 H I 4 I + 13–3
“Political” Label “Efective Management”Label
1. Blaming others vs. Fixing responsibility
2. “issing !p” vs. "eveloping #or$ing relationships
%. &pple polishing vs. "emonstrating loyalty
'. Passing the b!c$ vs. "elegating a!thority
(. )overing yo!r rear vs. "oc!menting *ecisions
+. )reating con,ict vs. Enco!raging change an*innovation
-. Forming coalitions vs. Facilitating team#or$
. /histleblo#ing vs. 0mproving eciency
. 3cheming vs. Planning ahea*14. 5verachieving vs. )ompetent an* capable
11. &mbitio!s vs. )areer6min*e*
12. 5pport!nistic vs. &st!te
1%. )!nning vs. Practical6min*e*
1'. &rrogant vs. )on7*ent
1(. Per8ectionist vs. &ttentive to *etail
Source: Based on T" C" #rell$ %" E"
%endenhall$ and &" 'endr!$ Doing
esearch in the Conce*tual %orass of
+rgani,ational Politics$- *a*er
*resented at the .estern Academ! of
%anagement Conference$ /oll!wood$
CA$ A*ril 0123"
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Em*lo!ee es*onses to
+rgani,ational Politics
' 6 H I 4 I + 13–5
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BUS 472
Conflict and Negotiation
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Conflict
on&lict De&ined – Is a process that begins when one partyperceives that another party has negativelya+ected! or is about to negatively a+ect!something that the 'rst party cares about.
• Is that *oint in an ongoing actiit! when an interactioncrosses oer- to 4ecome an inter*art! conflict"
– )ncompasses a wide range o conficts thatpeople e%perience in organizations• Incom*ati4ilit! of goals
• Differences oer inter*retations of facts
• Disagreements 4ased on 4ehaioral e5*ectations
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Transitions in Conflict Thought
a*ses,
• Poor co##*nication
• %ac o& openness
• "ail*re to respond toe#ployee needs
a*ses,
• Poor co##*nication
• %ac o& openness• "ail*re to respond to
e#ployee needs
+raditional 7iew o& on&lict
"he belie that all confict is harmul and mustbe avoided.
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Functional ersus D!sfunctional Conflict
"*nctional on&lict
Confict that supports thegoals o the group andimproves its perormance.
Dys&*nctional on&lict
Confict that hindersgroup perormance.
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T!*es of Conflict
+as on&lictConficts over contentand goals o the wor$.
!elationship on&lict
Confict based oninterpersonalrelationships.
Process on&lict
Confict over how wor$ getsdone.
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Conflict %anagement Techni6ues
on&lict !esol*tion +echni/*es
• Pro8le# solving
• *perordinate goals
• '(pansion o& reso*rces• Avoidance
• #oothing
• o#pro#ise
• A*thoritative co##and
• Altering the h*#an varia8le
• Altering the str*ct*ral varia8les
on&lict !esol*tion +echni/*es
• Pro8le# solving
• *perordinate goals
• '(pansion o& reso*rces• Avoidance
• #oothing
• o#pro#ise
• A*thoritative co##and
• Altering the h*#an varia8le
• Altering the str*ct*ral varia8les' 6 H I 4 I + 1$–$
Source: Based on '" P" o44ins$
Managing Organizational Conflict:
A Nontraditional Approach (7**er
'addle ier$ 8&: Prentice /all$
0139)$ **" 1;21
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Conflict %anagement Techni6ues
on&lict !esol*tion +echni/*es
• o##*nication
• 4ringing in o*tsiders
• !estr*ct*ring the organiation
• Appointing a devil9s advocate
on&lict !esol*tion +echni/*es
• o##*nication
• 4ringing in o*tsiders
• !estr*ct*ring the organiation• Appointing a devil9s advocate
' 6 H I 4 I + 1$–$ :cont9d;Source: Based on '" P" o44ins$ Managing Organizational Conflict: A Nontraditional
Approach (7**er 'addle ier$ 8&: Prentice /all$ 0139)$ **" 1;21
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8egotiation
<egotiationA process in which two or more partiese%change goods or services and attempt toagree on the e%change rate or them.
4A+<A
"he Best <ernative 9oa :egotiated&greement the lowestacceptable valueoutcome to anindividual or a
negotiated agreement.
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'ta<ing +ut the Bargaining =one
' 6 H I 4 I + 1$–)
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The
8egotiation
Process
' 6 H I 4 I + 1$–-