BUS 472 - Leacture 10 - Power Politics - Conflict Negotiation

7/23/2019 BUS 472 - Leacture 10 - Power Politics - Conflict Negotiation

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BUS 472

Power & Politics



© 2005 Prentice Hall Inc. All rights reserved. 13–2

A Definition of Power

A B

Power A has the capacity to infuencethe behavior o B, so B doeswhat A’ wishes

Dependency

B’s relationship to A when A has something

that B requires/needs.




Bases of Power: Formal Power

oercive Power

A power base dependent onear.!eward Power Compliance achieved basedon the ability to distributerewards that others view as

valuable

"or#al Power Is established by an individual’s position in anorganization conveys the ability to coerce orreward! rom ormal authority! or rom control

o inormation.



© 2005 Prentice Hall Inc. All rights reserved. 13–$

Bases of Power: Formal Power (cont’d)

%egiti#ate Power "he power a person receives as aresult o his or her position in theormal hierarchy o an

organization.In&or#ation Power

#ower that comesrom access to and

control overinormation.




Bases of Power: Personal Power

'(pert Power Infuence based onspecial s$ills or$nowledge.

!e&erent Power Infuence based onpossession by an individualo desirable resources or

personal traits.haris#atic Power

An e%tension o reerent power stemmingrom an individual’s personality and

interpersonal style.



© 2005 Prentice Hall Inc. All rights reserved. 13–)

Power Tactics

In&l*ence +actics,

• %egiti#acy

• !ational pers*asion

• Inspirational appeals

• ons*ltation

• '(change

• Personal appeals

• Ingratiation

• Press*re

• oalitions

In&l*ence +actics,

• %egiti#acy

• !ational pers*asion

• Inspirational appeals

• ons*ltation

• '(change

• Personal appeals

• Ingratiation

• Press*re

• oalitions

Power +actics

&ays in whichindividuals translatepower bases into

speci'c actions.



© 2005 Prentice Hall Inc. All rights reserved. 13–-

Factors Influencing the Choice and

Effectieness of Power Tactics

e/*encing o& tactics

– (oter to hardertactics wor$s best.

ill&*l *se o& a tactic

– )%perienced users aremore successul.

!elative power o& the

tactic *ser

– (ome tactics wor$

better when applieddownward.

+he type o& re/*est

attaching to the tactic

– Is the request

legitimate*

How the re/*est is

perceived

– Is the requestaccepted as ethical*

+he c*lt*re o& theorganiation

– Culture a+ects user’schoice o tactic

o*ntryspeci&ic c*lt*ral

&actors – ,ocal values avor

certain tactics overothers.



© 2005 Prentice Hall Inc. All rights reserved. 13–

Politics: Power in Action

Political 4ehavior

Activities that are not required as part oone’s ormal role in the organization! but thatinfuence! or attempt to infuence! thedistribution o advantages or disadvantageswithin the organization.

%egiti#ate Political 4ehavior

-ormal everyday politics.

Illegiti#ate Political 4ehavior

)%treme political behavior that violates theimplied rules o the game.



© 2005 Prentice Hall Inc. All rights reserved. 13–

Politics Is in the E!e of the Beholder

' 6 H I 4 I + 13–3

“Political” Label “Efective Management”Label

1. Blaming others vs. Fixing responsibility

2. “issing !p” vs. "eveloping #or$ing relationships

%. &pple polishing vs. "emonstrating loyalty

'. Passing the b!c$ vs. "elegating a!thority

(. )overing yo!r rear vs. "oc!menting *ecisions

+. )reating con,ict vs. Enco!raging change an*innovation

-. Forming coalitions vs. Facilitating team#or$

. /histleblo#ing vs. 0mproving eciency

. 3cheming vs. Planning ahea*14. 5verachieving vs. )ompetent an* capable

11. &mbitio!s vs. )areer6min*e*

12. 5pport!nistic vs. &st!te

1%. )!nning vs. Practical6min*e*

1'. &rrogant vs. )on7*ent

1(. Per8ectionist vs. &ttentive to *etail

Source: Based on T" C" #rell$ %" E"

%endenhall$ and &" 'endr!$ Doing

esearch in the Conce*tual %orass of

+rgani,ational Politics$- *a*er

*resented at the .estern Academ! of

%anagement Conference$ /oll!wood$

CA$ A*ril 0123"




Em*lo!ee es*onses to

+rgani,ational Politics

' 6 H I 4 I + 13–5



BUS 472

Conflict and Negotiation



© 2005 Prentice Hall Inc. All rights reserved. 1$–12

Conflict

on&lict De&ined – Is a process that begins when one partyperceives that another party has negativelya+ected! or is about to negatively a+ect!something that the 'rst party cares about.

• Is that *oint in an ongoing actiit! when an interactioncrosses oer- to 4ecome an inter*art! conflict"

– )ncompasses a wide range o conficts thatpeople e%perience in organizations• Incom*ati4ilit! of goals

• Differences oer inter*retations of facts

• Disagreements 4ased on 4ehaioral e5*ectations




Transitions in Conflict Thought

a*ses,

• Poor co##*nication

• %ac o& openness

• "ail*re to respond toe#ployee needs

a*ses,

• Poor co##*nication

• %ac o& openness• "ail*re to respond to

e#ployee needs

+raditional 7iew o& on&lict

"he belie that all confict is harmul and mustbe avoided.



© 2005 Prentice Hall Inc. All rights reserved. 1$–1$

Functional ersus D!sfunctional Conflict

"*nctional on&lict

Confict that supports thegoals o the group andimproves its perormance.

Dys&*nctional on&lict

Confict that hindersgroup perormance.




T!*es of Conflict

+as on&lictConficts over contentand goals o the wor$.

!elationship on&lict

Confict based oninterpersonalrelationships.

Process on&lict

Confict over how wor$ getsdone.



© 2005 Prentice Hall Inc. All rights reserved. 1$–1)

Conflict %anagement Techni6ues

on&lict !esol*tion +echni/*es

• Pro8le# solving

• *perordinate goals

• '(pansion o& reso*rces• Avoidance

• #oothing

• o#pro#ise

• A*thoritative co##and

• Altering the h*#an varia8le

• Altering the str*ct*ral varia8les


• Pro8le# solving

• *perordinate goals

• '(pansion o& reso*rces• Avoidance

• #oothing

• o#pro#ise

• A*thoritative co##and

• Altering the h*#an varia8le

• Altering the str*ct*ral varia8les' 6 H I 4 I + 1$–$

Source: Based on '" P" o44ins$

Managing Organizational Conflict:

A Nontraditional Approach (7**er

'addle ier$ 8&: Prentice /all$

0139)$ **" 1;21



© 2005 Prentice Hall Inc. All rights reserved. 1$–1-

Conflict %anagement Techni6ues


• o##*nication

• 4ringing in o*tsiders

• !estr*ct*ring the organiation

• Appointing a devil9s advocate


• o##*nication

• 4ringing in o*tsiders

• !estr*ct*ring the organiation• Appointing a devil9s advocate

' 6 H I 4 I + 1$–$ :cont9d;Source: Based on '" P" o44ins$ Managing Organizational Conflict: A Nontraditional

Approach (7**er 'addle ier$ 8&: Prentice /all$ 0139)$ **" 1;21




8egotiation

<egotiationA process in which two or more partiese%change goods or services and attempt toagree on the e%change rate or them.

4A+<A

"he Best &lternative 9oa :egotiated&greement the lowestacceptable valueoutcome to anindividual or a

negotiated agreement.




'ta<ing +ut the Bargaining =one

' 6 H I 4 I + 1$–)




The

8egotiation

Process

' 6 H I 4 I + 1$–-

BUS 472 - Leacture 10 - Power Politics - Conflict Negotiation

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