[PPT]Organizational Behavior _ Chapter 13 - Corporate...
Transcript of [PPT]Organizational Behavior _ Chapter 13 - Corporate...
Power, Politics, Conflict, and Negotiation
Understanding and Managing
Organizational Behavior
Chapter 13
Sixth EditionJennifer M. George & Gareth R. Jones
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Learning Objectives
Understand the nature of power and explain why organizational politics exists and how it can help or harm an organization and its members
Differentiate between the main sources of formal and informal power people can use to engage in organizational politics as well as sources of functional and divisional power
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Learning Objectives
Discuss the nature of organizational conflict and the main sources of conflict in an organizational setting
Describe a model of the conflict process that illustrates how the conflict process works
Explain how negotiations can be used to manage the conflict process and resolve disputes between people and groups
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Using Power and Politics to Increase Performance
Why do managers use their power to influence organizational performance?
To keep up with competition
Get better results
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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
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The Good Side of Power
Improve decision-making quality
Promote change
Encourage cooperation
Promote new organizational goals
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Sources of Individual Power
Individual Power
Formal PowerLegitimate powerReward powerCoercive powerInformation power
Informal PowerExpert powerReferent powerCharismatic power
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Exhibit 13.1
13-7
A Power Struggle at Gucci
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Sources of Functional and Divisional Power
Functional or divisional power
Ability tocontrol
uncertaincontingencies
CentralityIrreplaceability
Ability tocontrol andgenerate resources
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Exhibit 13.2
Organizational Politics
Organizational politics are activities that managers engage in to increase their power. They can use the power to influence organizational decisions that favor their individual, functional, and divisional interests.
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Tactics for Increasing Individual Power
Tap sources of functional and divisional power
Recognize who has powerControl the agendaBring in an outside expertBuild coalitions/alliances
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Factors of Relative Power
Sources of power
Consequences of power
Symbols of power
Personal reputations
Representational indicators
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Organizational Conflict
Organizational conflict is the 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
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The Effect of Conflict on Organizational Performance
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Exhibit 13.4
Sources of Conflict
Differentiation
Task relationships
Scarcity of resources
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Conflict Evolving from Task Relationships
Overlapping authority
Task interdependence
Incompatible evaluation systems
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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
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Exhibit 13.5
Forms of Manifest Conflict
Open aggressionViolenceInfightingSabotagePhysical intimidationLack of cooperation
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OB Today: Fighting for Control at CIC Inc.
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Negotiation
Compromise
Initial Offer
Counteroffers
Concessions
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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
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Group-Level Conflict Management
CompromiseCollaborationAccommodationAvoidanceCompetition
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Ways of Handling Conflict
Accommodation
Compromise
Collaboration
CompetitionAvoidance
Low HighInterest in achieving individual goals
High Low
Interest in helping others
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Exhibit 13.6
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
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