1. Conflict, Power and Politics BA 152

2. High Low High Conflict Levels Performance Levels Conflict and Performance Optimal Conflict Levels

3. Types of Inter-unit Conflict? n Horizontal Conflict - Conflict between or among functions, work units, or line and staff

4. Types of Inter-unit Conflict? n Vertical Conflict - Conflict between or among various organizational levels

5. Limited/shared resources Different goals, status, etc. Interdependencies Communication barriers Uncertain responsibilities Unequal power distributions Poorly designed reward systems Potential Causes of Interdepartmental Conflict

6. Possible Consequences of Interdepartmental Conflict What will likely happen within each group and between the groups?

7. WITHIN EACH WORK UNIT Increased cohesiveness Greater focus on tasks More autocratic leadership Communication/roles become more formalized Possible Consequences of Interdepartmental Conflict

8. BETWEEN EACH WORK UNIT Perceptions become distorted Stereotypes turn negative Reduced communication between units Vicious cycle is perpetuated. Possible Consequences of Interdepartmental Conflict

9. Managing Conflict Between Groups n Change Structures – Restructure the organization – Develop horizontal links – Buffer the workflow – Manage communications

10. Managing Conflict Between Groups n Change Behaviors – Change policies and procedures – Separate groups – Clarify individual responsibilities – Increase resource availability

11. Managing Conflict Between Groups n Change Attitudes – Rotate group members – Develop super-ordinate goals – Provide inter-group training – Confront conflict and negotiate

12. POWER! 1. A social process 2. The capacity to change a situation 3. And not to be changed

13. n Expertise n Effort n Charisma/ Referent Sources of Individual Power In the Person

14. Legitimate Reward Coercive Sources of Individual Power In the Position

15. Power and Authority n Power - A relationship between two or more people exercised in multiple directions. n Authority - Related to power but narrower in scope: – Vested in organizational positions – Must be accepted by subordinates – Flows down the vertical hierarchy

16. Types of Authority n Line Authority - authority associated with a formal management position n Staff Authority - authority to make recommendations to line managers n Functional Authority - staff authority within a particular functional domain n Operative Authority - individual rights to make decisions about how to do work

17. Acquisition of scarce resources Centrality in work flow Criticality/Non-substitutability Flexibility/Coping with Uncertainty Sources of Work Unit Power

18. Increasing Work Unit Power 1. Acquire scarce/important resources 2. Make the unit central in the work flow 3. Try to make the unit’s contributions critical to firm success 4. Make the unit’s contributions unique to the firm 5. Make the unit as flexible as possible 6. Improve the unit’s ability to cope with uncertainty

19. n Politics – the use of power to achieve desirable (or undesirable) ends, both personal and organizational Political Processes in Organizations

20. Rational Model Political ModelCharacteristic Goals Power Decision Processes Rules Information Cause & Effects Decisions Ideology Inconsistent Diffuse & Shifting Disorderly Satisfysing Ambiguous Disagreements Satisfysing/Bargaining Consistent Centralized Logical - Rational Optimization Accurate Known Maximizing Efficiency Conflict What is reality? Rational & Political Models of Organization Actions

21. Influence Ends Appropriate Inappropriate Appropriate Influence Means Inappropriate Nonpolitical job behavior Dysfunctional Political Behavior Functional Political Behavior Dysfunctional Political Behavior Dimensions of Organizational Politics

22. Influence Ends Appropriate Inappropriate Appropriate Influence Means Inappropriate A manager agrees to recommend a raise for her subordinate if he increases his sales by 30% in the next quarter. A head nurse agrees to assign a subordinate to a better job, if the subordinate doesn’t report her superior for stealing medical supplies. Some members of the Salt Lake City Olympic Committee used bribery and vote-buying to get the 2002 Winter Olympics. To increase his power, a manager tries to increase the size of his department by falsifying workload documents so that he can hire several of his friends. Examples of Organizational Politics

23. Domains of Political Activity n Reorganization and/or re-structuring n Interdepartmental coordination efforts n Management succession events n Resource allocation activities

24. 1.Build coalitions with appropriate partners 2.Expand networks with appropriate partners 3.Control meeting agendas and decision premises 4.Enhance your legitimacy and expertise 5.Make your preferences explicit, but keep your power implicit Political Tactics for Using Power

25. Next Class The Daily Tribune