organizational behavior

ORB Chapter 14-15 1

ORGANIZATIONAL BEHAVIOR

Chapter 14 -15 Power & Politics

Conflicts & Negotiation

ORB Chapter 14-15 2

A Definition of PowerPower

A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes

Dependency

Bs relationship to A when A possesses something that B requires

ORB Chapter 14-15 3

Contrasting Leadership and Power

• Leadership– Focuses on goal

achievement– Requires goal

compatibility with followers

– Focuses influence downward

• Research Focus– Leadership styles

and relationships with followers

• Power– Used as a means for

achieving goals– Requires follower

dependency– Used to gain lateral

and upward influence• Research Focus

– Power tactics for gaining compliance

ORB Chapter 14-15 4

Dependency: The Key To Power

• The General Dependency Postulate (suppose)– The greater Bs dependency on A, the greater the power A has

over B– Possession/control of scarce organizational resources that

others need makes a manager powerful– Access to optional resources (e.g., multiple suppliers) reduces

the resource holder’s power• What Creates Dependency

– Importance of the resource to the organization– Scarcity of the resource– Nonsubstitutability of the resource

ORB Chapter 14-15 5

Power Tactics

Influence Tactics• Legitimacy Authority Position

• Rational persuasion: Presenting logic arguments

• Inspirational appeals: Emotional commitment

• Consultation : Motivate and support

• Exchange: Rewarding with benefits

• Personal appeals: Loyalty & Friendship

• Pressure : Using warning

• Coalitions

Power Tactics

Ways in which individuals translate power bases into specific actions

ORB Chapter 14-15 6

Power in Groups: Coalitions

Coalitions

Clusters of individuals who temporarily come together to achieve a specific purpose

ORB Chapter 14-15 7

Politics: Power in ActionPolitical Behavior

Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization since it influence the goals criteria or process used for decision making

Legitimate Political Behavior

Normal everyday politics e.g. Complaining to supervisor ,forming collations

Illegitimate Political BehaviorExtreme political behavior that violates the implied rules of the game e.g. sabotage

ORB Chapter 14-15 8

Factors that Influence (Encourage) Political Behaviors

E X H I B I T 14-4

ORB Chapter 14-15 9

Employee Responses to Organizational PoliticsOrganizational politics and individuals out com

E X H I B I T 14-5

ORB Chapter 14-15 10

Conflict

• Conflict Defined– A process that begins when one party perceives that another

party has negatively affected, or is about to negatively affect, something that the first party cares about

• That point in an ongoing activity when an interaction “crosses over” to become an interparty conflict

– Encompasses a wide range of conflicts that people experience in organizations

• Incompatibility of goals• Differences over interpretations of facts• Disagreements based on behavioral expectations


Transitions in Conflict Thought

Causes• Poor communication

• Lack of openness

• Failure to respond to employee needs

Traditional View of Conflict

The belief that all conflict is harmful and must be avoided


Transitions in Conflict Thought

Human Relations View of Conflict

The belief that conflict is a natural and inevitable outcome in any group

Interactionist View of Conflict

The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively


Functional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports the goals of the group and improves its performance

Dysfunctional Conflict

Conflict that hinders (blocks) group performance(Negative)

(Positive)


Types of ConflictTask Conflict

Conflicts over content and goals of the work

Relationship Conflict

Conflict based on interpersonal relationships

Process Conflict

Conflict over how work gets done


The Conflict Process

E X H I B I T 15–1


Stage I: Potential Opposition or Incompatibility

• Communication– Semantic difficulties, misunderstandings, and “noise”

• Structure– Size and specialization of jobs– Authority clarity/ambiguity– Member/goal incompatibility– Leadership styles (close or participative)– Reward systems (win-lose)– Dependence/interdependence of groups

• Personal Variables– Differing individual value systems– Personality types


Stage II: Cognition and Personalization

Positive FeelingsNegative Emotions

Conflict Definition

Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility


Stage III: Intentions

Cooperativeness• Attempting to satisfy the other party’s concerns

Assertiveness• Attempting to satisfy one’s own concerns

Intentions

Decisions to act in a given way


Dimensions of Conflict-Handling Intentions

E X H I B I T 15-2



Competing

A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict

Collaborating

A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties

Avoiding

The desire to withdraw from or suppress a conflict



Accommodating

The willingness of one party in a conflict to place the opponent’s (opposites) interests above his or her own

Compromising

A situation in which each party to a conflict is willing to give up something


Stage IV: BehaviorStatements, actions and reactions

Conflict Management

The use of resolution and stimulation techniques to achieve the desired level of conflict


Conflict Management Techniques

Conflict Resolution Techniques• Problem solving• Superordinate goals create a shared goals• Expansion of resources create win-win solution• Avoidance: withdrawal• Smoothing: creating common interest• Compromise: each party given something

E X H I B I T 15–4

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89


Conflict Management Techniques

Conflict Stimulation Techniques• Communication using unclear massage• Bringing in outsiders: Different values• Restructuring the organization: changing

status

E X H I B I T 15–4 (cont’d)

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89


Stage V: Outcomes

• Functional Outcomes from Conflict

– Increased group performance

– Improved quality of decisions

– Stimulation of creativity and innovation

– Encouragement of interest and curiosity

– Provision of a medium for problem-solving

– Creation of an environment for self-evaluation and change

• Creating Functional Conflict

– Reward dissent (disagree) and punish conflict avoiders


Stage V: Outcomes

• Dysfunctional Outcomes from Conflict– Development of discontent

– Reduced group effectiveness

– Retarded (delayed) communication

– Reduced group cohesiveness


Negotiation

Negotiation

A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.


Bargaining Strategies

Integrative Bargaining

Negotiation that seeks one or more settlements that can create a win-win solution

Distributive Bargaining

Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation


Third-Party NegotiationsMediator

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives

Arbitrator

A third party to a negotiation who has the authority to dictate an agreement.


Third-Party Negotiations

Consultant

An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis

Conciliator

A trusted third party who provides an informal communication link between the negotiator and the opponent

organizational behavior

Documents

behavior of b

power bases

b acts

b requireschapter

organizational behaviorchapter

employee responses

benefitspersonal appeals

optional resources