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Conflict, Power and PoliticsConflict, Power and Politics
Chapter 13 in 8th Edition Chapter 12 in 7th Edition
A Process Framework of Organizational Power, Politics and Collaboration
Antecedent Conditions
Goal Incompatibility
Differentiation
Task Interdependence
Limited Resources
Rational Model
Political Model
- Gather Data
- Reach Agreement
Tactics for Increasing Power Base
Political Tactics for Using Power
Tactics for Enhancing Collaboration
Sources of Conflict and Use of Rational vs. Political Model
Sources of Potential
Inter-group Conflict
Goal Incompatibility
Differentiation
Task Interdependence
Limited Resources
Consistent acrossparticipants
Centralized
Orderly, logical,rational
Norm of efficiency
Extensive, systematic, accurate
When Conflict Is Low,
Rational Model describes
organizationInconsistent, pluralisticwithin the organization
Decentralized, shiftingcoalitions and interestgroups
Disorderly, result of bargaining and interplayamong interests
Free play of market forces, conflict is legitimate and expected
Ambiguous, information usedand withheld strategically
When Conflict Is High,
Political Model describes
organizationGoals
Power andControl
DecisionProcess
Rules and Norms
Information
OrganizationVariables
Sources of Individual Power:
-French & Raven
Sources of Organizational Power:
Vertical
-Top management
-Middle management
-Lower level
Horizontal
-Dept vs. Dept.
Power
Base
Model of Power, Politics & Influence
Influence
Tactics for Increasing Power Base
Tactics for Enhancing Collaboration
Political Tactics for Using Power
Individual Power(French & Raven)
• Legitimate Power• power derived from a
person’s position or job in an organization
• i.e. technically not individual but organizational power
• supervisors, teachers, police officers
Individual Power
• Reward Power• power derived from
the ability to provide positive outcomes
• supervisors: pay, promotion
• peers and subordinates: praise, flattery
Individual Power• Coercive Power• power derived from
the use of punishment or threat
• supervisors: dock pay, ‘exile’ transfers
• peers: ignore, shun
Individual Power
• Referent Power• power derived from
being well-liked by others
• followers identify with power-holder
• charismatic leadership
Individual Power
• Expert power• power derived from
having special information or expertise that is valued by an organization
• so you’re a rocket scientist...
Passed MGT3360
Organizational Powerresults from structure, rather than individual characteristics
• Vertical power: sources of power accessed by an individual according to his/her position in the hierarchy
• Also legitimate or formal power
• Horizontal power: sources of power accessed by otherwise equal departments or subunits according to their ability to address strategic issues for the organization
Sources of Vertical Power
• Formal Position• Allocation of
Resources• Control of Decision
Premises and Information
• Network Centrality
Strategic Contingencies That Influence Horizontal Power Among Departments
Dependency
Financial Resources
Centrality
Nonsubstitutability
Coping with Uncertainty
Department Power
Domains of Political Activity
1. Structural change2. Management
succession3. Resource
allocation
Tactics for Increasing Your Power Base
1. Enter areas of high uncertainty
2. Create dependencies3. Provide scarce
resources4. Satisfy strategic
contingencies
Political Tactics for Using Power
1. Build coalitions2. Expand networks3. Control decision
premises4. Enhance legitimacy
& expertise5. Make a Direct
Appeal
Tactics for Enhancing Collaboration
1. Create integration devices
2. Use confrontation & negotiation
3. Schedule intergroup consultation
4. Practice member rotation5. Create shared mission &
superordinate goals
