By the end of this lecture, you should be able to

1.  Describe and compare and contrast Five Bases of Power

2.  Identify the Causes and Consequences of Political Behaviors in organization

3.  Apply Impression Management (IM) Techniques

Causes & Consequences of Politics Political behavior – activities that are not required as part of one’s formal role in the organization, but that influence the distribution of _____________ within the organization. � Outside of one’s specified job requirements. � Encompasses efforts to influence goals,

criteria, processes or decision making. � Includes such behaviors as withholding

information, whistle blowing, spreading rumors, and leaking confidential information.

Causes of Political Behaviors

How do people react to Politics?

By the end of this lecture, you should be able to

1.  Describe and compare and contrast Five Types of Power

2.  Identify the Causes and Consequences of Political Behaviors in organization

3.  Apply Impression Management (IM) Techniques

Impression Management (IM) Impression management (IM) – the process by which individuals attempt to ____________ the impression others form of them. � Mostly high self-monitors (vs low self-monitors) � Studies show the effectiveness of IM depends on

the ______________, such as job interviews and performance evaluations.

Impression Management (IM) Techniques (p.421)

Ingratiation � _________ – agreeing with boss’s opinion to gain approval � Favors – doing something nice for others e.g. free tickets Defensive � ________ – explanation to minimize the severity e.g. ad � Apologies – admitting responsibility Self-Focused � Self-promotion – highlight one’s best qualities � ____________ –claim higher values of something you did

e.g. major sale Assertive � __________ – complimenting others e.g. peers � Exemplification – doing more than you need e.g. late email

Are Political behaviors ethical? Legitimate and Illegitimate Political Behaviors in Organizations

�  http://education-portal.com/academy/lesson/legitimate-and-illegitimate-political-behavior-in-organizations.html#lesson

Is Political behaviors ethical?

The Ethics of Behaving Politically � Questions to consider: � What is the __________ of engaging in politicking? � How does the utility of engaging in the political behavior

balance out any ________ (or potential harm) it will do to others?

� Does the political activity conform to standards of equity and ____________?

1  

13-9

Legitimate and Illegitimate Political Behaviors in Organizations

“What one person might think is within the rules, another might think it's outside the rules.”

o Immoral people can ____________ almost any behavior

o Recognize the ability of power to CORRUPT

Conflict & Negotiation Chapter 14

A Negotiation Role-Play

� Purpose: Develop your negotiating skills � Break into pairs with a person OUTSIDE of

your group � Pick a role, Alex or C.J. � Read the Situation and role-specific instructions � Negotiate for 15 minutes � When the negotiation is complete, the class with

COMPARE the various strategies used and pair outcomes

Role-Play � This role-play is designed to help you

develop your negotiating skills. The class is to break into pairs. One person will play the role of Alex, the department supervisor. The other person will play C. J., Alex’s boss. Both participants should read “The Situation,” “The Negotiation,” and the their role only.

Q1 What type of Conflict is this?

14

__________

___________________

_____________

Q2 Where is the Loci of the Conflict?

__________ Conflict � Conflict that occurs between two people

____________ conflict � Conflict that occurs within a group or team

____________ Conflict � Conflict between different groups or teams

Q3 What are the different groups?

Differentiation

_______ Interdependence

• Different values/beliefs • Explains cross-cultural and generational conflict

• Conflict increases with interdependence • High risk of parties interfering with

each other

___________Goals

• One party’s goals perceived to interfere with other’s goals

Q4 What are the Sources of Conflicts?

17

Ambiguous ________

Communication Problems

• Creates uncertainty, threatens goals

• Increases stereotyping • Reduces motivation to communicate • Escalates conflict when one is

arrogant

_________ Resources

• Motivates competition for the resources

Q4 What are the Sources of Conflicts?

18

13-19

Q5 Which stage are we in The Conflict Process?

13-20

Stage 1: Potential Opposition _________________ � Barriers Exist � Too Much or Too Little

Structure � Group Size, Age, Diversity � One’s gain at another’s

expense _____________ Variables � Personality Values � Emotions

13-21

Stage 2: Cognition and Personalization

� Potential for conflict is actualized � Parties “make sense” of conflict by defining it and its

potential solutions � Emotions play a major role in shaping perceptions

� _____________ Conflict – awareness by one or more parties of the existence of conditions that create conflict

� ________ Conflict - emotional involvement - parties experience anxiety, tension, frustration, or hostility

Stage 3: Dimensions of Conflict-Handling Intentions

22

When to use which style? A

sser

tive

ness

Cooperativeness

Competing High

Low High

•  You have a deep conviction about your position

•  Desire to satisfy own interests •  Only one party can win

When to use which style? A

sser

tive

ness

Cooperativeness

High

Low High

•  Conflict has become socio-emotional •  Let people cool down •  When issue is trivial •  Desire to withdraw/suppress a conflict •  Issue can be resolved by itself over

time

Avoiding

When to use which style? A

sser

tive

ness

Cooperativeness

High

Low High

•  Desire to satisfy fully the concerns of all parties

•  Parties need to have trust/openness •  Interests no longer perfectly oppose

one another

Collaborating

When to use which style? A

sser

tive

ness

Cooperativeness

High

Low High

•  Other party has much more power •  Issue is much less important to you

than other party •  Harmony is especially important •  Desire to place the opponent’s interests

above your own

Accommodating

When to use which style? A

sser

tive

ness

Cooperativeness

High

Low High

•  Parties have equal power •  Little hope for mutual gain/win-win •  Each party gives up something

Compromising

•  To achieve temporary settlement •  As a backup when problem-solving

is unsuccessful

13-28

Summary: Managing Conflict

Use in the appropriate situations:

� Competition – only one wins

� Collaboration – creative solution/win-win

� Avoidance –withdraw/need to cool down

� Accommodation –maintain harmony/place opponent’s interests above own

� Compromise – each party gives up something

Stage 4: Behavior

� Conflict becomes ____________ � A dynamic process of interaction – party’s behavior

and other’s reactions � What were one party’s behavior? � What were the other party’s reactions?

Stage 4: Behaviors Conflict-Intensity Continuum

30

Stage 5: Outcomes � ______________: � Improves decision quality � Stimulates creativity and innovation � Encourages interest and curiosity � Problems are aired � Accepts change and self-evaluation

� __________________: � Group is less effective � Cohesiveness and communications are reduced � Leads to destruction of the group

Q6. What is Negotiation & BATNA?

32

Q7. What are the possible Bargaining Strategies?

___________________

___________________

Distributive Bargaining Zone

34

Distributive vs Integrative Bargaining

35

Q8. What are the necessary Conditions for Integrative Bargaining? � Parties must be open with information and candid about

their concerns � Both parties must be sensitive regarding the other’s needs � Parties must be able to trust each other � Both parties must be willing to be flexible

Q9. How can we bridge both parties using Integrative Bargaining? What do you think is the BATNA for each party? What is the possible settlement range? Bridging: � Find a new creative option that satisfies the main

interests of both parties � Reformulate the conflict to consider the wider

variety of solutions that address the underlying interests of both parties

Q10.Where are you in the Negotiation Process?

38

Summary: Conflict and Performance

39

13-40

Extra Note: Individual Differences in Negotiation

� Personality � Little evidence to support strong relationship

� Moods & Emotions � Showing anger helps in _________negotiations � Positive moods help _____________negotiations

� Gender � _______- negotiate more competitively � __________ – negotiate more cooperatively � Individual variation exists