9 -Power and Politics organisational behaviour

8/13/2019 9 -Power and Politics organisational behaviour

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Power and Politics

and

Conflict and Negotiation


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A Definition of Power

Power

A capacity that A has to influence thebehavior of B so that B acts inaccordance with As wishes.

DependencyBs relationship to A when A possessessomething that B requires.


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Contrasting Leadership and Power Leadership

Focuses on goalachievement.

Requires goalcompatibility with

followers. Focuses influence

downward. Research Focus

Leadership stylesand relationshipswith followers

Power

Used as a means forachieving goals.

Requires followerdependency.

Used to gain lateraland upwardinfluence.

Research Focus

Power tactics forgaining compliance


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How employees gain power


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Bases of Power: Formal Power

Coercive PowerA power base dependent on

fear.Reward Power Compliance achieved based on theability to distribute rewards that othersview as valuable

Formal Power

Is established by an individuals position inan organization; conveys the ability tocoerce or reward, from formal authority, orfrom control of information.


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Bases of Power: Formal Power (contd)

Legitimate Power

The power a person receives as aresult of his or her position in the formalhierarchy of an organization.

Information Power

Power that comes from access toand control over information.


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Bases of Power: Personal Power

Expert Power

Influence based on special skills/knowledge

Referent Power

Influence based on possession by anindividual of desirable resources orpersonal traits.

Charismatic Power

An extension of referent power stemmingfrom an individuals personality andinterpersonal style.


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Power Tactics

Influence Tactics : Legitimacy

Rational persuasion

Inspirational appeals

Consultation

Exchange

Personal appeals

Ingratiation

Pressure

Coalitions

Power TacticsWays in whichindividuals translatepower bases intospecific actions.


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Factors Influencing the Choice and Effectiveness ofPower Tactics

Sequencing of tactics Softer to harder tactics

works best.

Skillful use of a tactic Experienced users are

more successful.

Relative power of thetactic user Some tactics work better

when applied downward.

The type of requestattaching to the tactic

Is the request legitimate?

How the request isperceived Is the request

accepted as ethical?

The culture of theorganization Culture affects users

choice of tactic

Country-specificcultural factors Local values favor

certain tactics overothers.


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Power in Groups: Coalitions

Seek to maximize theirsize to attain influence.

Seek a broad and diverseconstituency for support of

their objectives. Occur more frequently in

organizations with hightask and resourceinterdependencies.

Occur more frequently iftasks are standardizedand routine.

Coalitions

Clusters of individualswho temporarily cometogether to a achievea specific purpose.


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Politics: Power in ActionPolitical Behavior

Activities that are not required as part of onesformal role in the organization, but that influence, orattempt to influence, the distribution of advantagesor disadvantages within the organization.

Legitimate Political BehaviorNormal everyday politics.

Illegitimate Political BehaviorExtreme political behavior that violates the impliedrules of the game.


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Conflict and Negotiation


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Conflict Conflict Defined

Is a process that begins when one partyperceives that another party has negativelyaffected (or is about to negatively affect,)something that the first party cares about.

Is that point in an ongoing activity when aninteraction crosses over to become an interparty conflict.

Encompasses a wide range of conflicts thatpeople experience in organizations

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

expectations


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Transitions in Conflict Thought

Causes:

Poor communication

Lack of openness

Failure to respond to employee needs

Traditional View of ConflictThe belief that all conflict is harmful andmust be avoided.


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Transitions in Conflict Thought (contd)

Human Relations View of ConflictThe belief that conflict is a natural andinevitable outcome in any group.

Interactionist View of Conflict

The belief that conflict is not only a positiveforce in a group but that it is absolutelynecessary for a group to performeffectively.


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Functional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports thegoals of the group andimproves its performance.

Dysfunctional Conflict

Conflict that hindersgroup performance.


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Types of Conflict

Task Conflict

Conflicts over content and goals of thework.

Relationship Conflict

Conflict based on interpersonalrelationships.

Process Conflict

Conflict over how work gets done.


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Stage I: Potential Opposition or Incompatibility

Communication Semantic difficulties, misunderstandings,

and noise

Structure Size and specialization of jobs

Jurisdictional 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


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Stage III: Intentions

Cooperativeness:

Attempting to satisfy the other partysconcerns.

Assertiveness:

Attempting to satisfy ones own concerns.

Intentions

Decisions to act in a given way.


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Stage III: Intentions (contd)

Competing

A desire to satisfy ones interests, regardless ofthe impact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a

conflict.


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Stage III: Intentions (contd)

AccommodatingThe willingness of one party in a conflict toplace the opponents interests above his or

her own.

Compromising

A situation in which each party to aconflict is willing to give up something.


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Conflict-Handling Intention: Competition

When quick, decisive action is vital (inemergencies); on important issues.

Where unpopular actions needimplementing (in cost cutting, enforcing

unpopular rules, discipline). On issues vital to the organizations

welfare.

When you know youre right.

Against people who take advantage ofnoncompetitive behavior.


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Conflict-Handling Intention: Avoidance When an issue is trivial, or more important

issues are pressing. When you perceive no chance of satisfying

your concerns. When potential disruption outweighs the

benefits of resolution. To let people cool down & regain perspective When gathering information supersedes

immediate decision. When others can resolve the conflict

effectively When issues seem tangential or symptomatic

of other issues.


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Conflict-Handling Intention: Accommodation

When you find youre wrong and to allow a

better position to be heard. To learn, and to show your reasonableness. When issues are more important to others

than to yourself and to satisfy others andmaintain cooperation.

To build social credits for later issues. To minimize loss when outmatched and

losing. When harmony and stability are especially

important. To allow employees to develop by learning

from mistakes.


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Conflict-Handling Intention: Compromise

When goals are important but not worththe effort of potential disruption of moreassertive approaches.

When opponents with equal power arecommitted to mutually exclusive goals.

To achieve temporary settlements tocomplex issues.

To arrive at expedient solutions undertime pressure.

As a backup when collaboration orcompetition is unsuccessful.


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Stage IV: Behavior

Conflict Management

The use of resolution and stimulation

techniques to achieve the desired levelof conflict.

S V O


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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 & punish conflict avoiders.


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Stage V: Outcomes

Dysfunctional Outcomes from Conflict Development of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness

Infighting among group membersovercomes group goals


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Negotiation

Negotiation A process in which two or more partiesexchange goods or services and attempt to

agree on the exchange rate for them.

BATNA

The Best A lternative To a Negotiated A greement; the lowest acceptable value(outcome) to an individual for a negotiatedagreement.


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Bargaining Strategies

Distributive Bargaining

Negotiation that seeks to divide up a fixedamount of resources; a win-lose situation.

Integrative Bargaining

Negotiation that seeks one or moresettlements that can create a win-winsolution.


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Issues in Negotiation

The Role of Personality Traits in Negotiation

Traits do not appear to have a significantlydirect effect on the outcomes of eitherbargaining or negotiating processes.

Gender Differences in Negotiations Women negotiate no differently from men,

although men apparently negotiate slightlybetter outcomes.

Men and women with similar power bases usethe same negotiating styles.

Womens attitudes toward negotiation and theirsuccess as negotiators are less favorable thanmens.


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Third-Party Negotiations

Mediator

A neutral third party who facilitates anegotiated solution by using reasoning,persuasion, and suggestions foralternatives.

Arbitrator

A third party to a negotiation whohas the authority to dictate anagreement.


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Third- Party Negotiations (contd)

Consultant

An impartial third party, skilled inconflict management, who attempts tofacilitate creative problem solving

h h d l

ConciliatorA trusted third party who provides aninformal communication link betweenthe negotiator and the opponent.

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9 -Power and Politics organisational behaviour