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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
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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
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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
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