power, politics, conflict, and negotiation chapter 13 sixth edition jennifer m. george & gareth...

Power, Politics, Conflict, and Negotiation

Understanding and Managing

Organizational Behavior

Chapter 13

Sixth EditionJennifer M. George & Gareth R. Jones

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-1

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

powerCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-2

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

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-3

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

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-4

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

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-5

The Good Side of Power

Improve decision-making quality

Promote change

Encourage cooperation

Promote new organizational goals

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-6

Sources of Individual Power

Individual Power

Formal PowerLegitimate powerReward powerCoercive powerInformation power

Informal PowerExpert powerReferent powerCharismatic power

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

Exhibit 13.1

13-7

A Power Struggle at Gucci

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-8

Sources of Functional and Divisional Power

Functional or divisional power

Ability tocontrol

uncertaincontingencies

CentralityIrreplaceability

Ability tocontrol andgenerate resources

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-9

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.

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-10

Tactics for Increasing Individual Power

Tap sources of functional and divisional

power

Recognize who has power

Control the agenda

Bring in an outside expert

Build coalitions/alliances

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-11

Factors of Relative Power

Sources of power

Consequences of power

Symbols of power

Personal reputations

Representational indicators

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-12

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

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-13

The Effect of Conflict on Organizational Performance

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-14

Exhibit 13.4

Sources of Conflict

Differentiation

Task relationships

Scarcity of resources

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-15

Conflict Evolving from Task Relationships

Overlapping authority

Task interdependence

Incompatible

evaluation systems

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-16

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

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-17

Exhibit 13.5

Forms of Manifest Conflict

Open aggression

Violence

Infighting

Sabotage

Physical intimidation

Lack of cooperation

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-18

OB Today: Fighting for Control at CIC Inc.

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-19

Negotiation

Compromise

Initial Offer

Counteroffers

Concessions

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-20

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

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-21

Group-Level Conflict Management

Compromise

Collaboration

Accommodation

Avoidance

Competition

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-22

Ways of Handling Conflict

Accommodation

Compromise

Collaboration

CompetitionAvoidance

Low HighInterest in achieving individual goals

Hig

h L

ow

Intere

st in

help

ing

oth

ers

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-23

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

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-24

. This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the WorldWideWeb) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials.

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-25