1. ORGANIZATIONAL BEHAVIOR
Chapter
Power & Politics
Conflicts & Negotiation
ORB
Chapter 14-15

2. A Definition of Power Power Dependency
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes
Dependency
Bs relationship to A when A possesses something that B requires
ORB
Chapter 14-15

3. Contrasting Leadership and Power
Focuses on goal achievement
Requires goal compatibility with followers
Focuses influence downward
Research Focus
Leadership styles and relationships with followers
Power
Used as a means for achieving goals
Requires follower dependency
Used to gain lateral and upward influence
Research Focus
Power tactics for gaining compliance
ORB
Chapter 14-15

4. Dependency: The Key To Power
The General Dependency Postulate (suppose)
The greater Bs dependency on A, the greater the power A has over B
Possession/control of scarce organizational resources that others need makes a manager powerful
Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power
What Creates Dependency
Importance of the resource to the organization
Scarcity of the resource
Nonsubstitutability of the resource
ORB
Chapter 14-15

5. Power Tactics Power Tactics Influence Tactics
Ways in which individuals translate power bases into specific actions
Influence Tactics
Legitimacy Authority Position
Rational persuasion: Presenting logic arguments
Inspirational appeals: Emotional commitment
Consultation : Motivate and support
Exchange: Rewarding with benefits
Personal appeals: Loyalty & Friendship
Pressure : Using warning
Coalitions
ORB
Chapter 14-15

6. Power in Groups: Coalitions
Clusters of individuals who temporarily come together to achieve a specific purpose
ORB
Chapter 14-15

7. Politics: Power in Action
Political Behavior
Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization since it influence the goals criteria or process used for decision making
Legitimate Political Behavior
Normal everyday politics e.g. Complaining to supervisor ,forming collations
Illegitimate Political Behavior
Extreme political behavior that violates the implied rules of the game e.g. sabotage
ORB
Chapter 14-15

8. Factors that Influence (Encourage) Political Behaviors
E X H I B I T 14-4
ORB
Chapter 14-15

9. Employee Responses to Organizational Politics Organizational politics and individuals out com
E X H I B I T 14-5
ORB
Chapter 14-15

10. Conflict Conflict Defined
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about
That point in an ongoing activity when an interaction “crosses over” to become an interparty conflict
Encompasses a wide range of conflicts that people experience in organizations
Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral expectations
ORB
Chapter 14-15

11. Transitions in Conflict Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be avoided
Causes
Poor communication
Lack of openness
Failure to respond to employee needs
ORB
Chapter 14-15

12. Transitions in Conflict Thought
Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any group
Interactionist View of Conflict
The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively
ORB
Chapter 14-15

13. Functional versus Dysfunctional Conflict
(Positive)
Functional Conflict
Conflict that supports the goals of the group and improves its performance
Dysfunctional Conflict
Conflict that hinders (blocks) group performance
(Negative)
ORB
Chapter 14-15

14. Types of Conflict Task Conflict Relationship Conflict Process Conflict
Conflicts over content and goals of the work
Relationship Conflict
Conflict based on interpersonal relationships
Process Conflict
Conflict over how work gets done
ORB
Chapter 14-15

15. The Conflict Process
E X H I B I T 15–1
ORB
Chapter 14-15

16. Stage I: Potential Opposition or Incompatibility
Communication
Semantic difficulties, misunderstandings, and “noise”
Structure
Size and specialization of jobs
Authority clarity/ambiguity
Member/goal incompatibility
Leadership styles (close or participative)
Reward systems (win-lose)
Dependence/interdependence of groups
Personal Variables
Differing individual value systems
Personality types
ORB
Chapter 14-15

17. Stage II: Cognition and Personalization
Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise
Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility
Conflict Definition
Positive Feelings
Negative Emotions
ORB
Chapter 14-15

18. Intentions Cooperativeness Assertiveness
Stage III: Intentions
Intentions
Decisions to act in a given way
Cooperativeness
Attempting to satisfy the other party’s concerns
Assertiveness
Attempting to satisfy one’s own concerns
ORB
Chapter 14-15

19. Dimensions of Conflict-Handling Intentions
E X H I B I T 15-2
ORB
Chapter 14-15

20. Stage III: Intentions Competing Collaborating Avoiding
A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict
Collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties
Avoiding
The desire to withdraw from or suppress a conflict
ORB
Chapter 14-15

21. Stage III: Intentions Accommodating Compromising
The willingness of one party in a conflict to place the opponent’s (opposites) interests above his or her own
Compromising
A situation in which each party to a conflict is willing to give up something
ORB
Chapter 14-15

22. Stage IV: Behavior Statements, actions and reactions
Conflict Management
The use of resolution and stimulation techniques to achieve the desired level of conflict
ORB
Chapter 14-15

23. Conflict Management Techniques
Conflict Resolution Techniques
Problem solving
Superordinate goals create a shared goals
Expansion of resources create win-win solution
Avoidance: withdrawal
Smoothing: creating common interest
Compromise: each party given something
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
E X H I B I T 15–4
ORB
Chapter 14-15

24. Conflict Management Techniques
Conflict Stimulation Techniques
Communication using unclear massage
Bringing in outsiders: Different values
Restructuring the organization: changing status
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
E X H I B I T 15–4 (cont’d)
ORB
Chapter 14-15

25. Stage V: Outcomes Functional Outcomes from Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and change
Creating Functional Conflict
Reward dissent (disagree) and punish conflict avoiders
ORB
Chapter 14-15

26. Dysfunctional Outcomes from Conflict
Stage V: Outcomes
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded (delayed) communication
Reduced group cohesiveness
ORB
Chapter 14-15

27. Negotiation Negotiation
A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
ORB
Chapter 14-15

28. Bargaining Strategies
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation
Integrative Bargaining
Negotiation that seeks one or more settlements that can create a win-win solution
ORB
Chapter 14-15

29. Third-Party Negotiations
Mediator
A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives
Arbitrator
A third party to a negotiation who has the authority to dictate an agreement.
ORB
Chapter 14-15

30. Third-Party Negotiations
Conciliator
A trusted third party who provides an informal communication link between the negotiator and the opponent
Consultant
An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis
ORB
Chapter 14-15