Lecture 6 - Politics Conflict

8/3/2019 Lecture 6 - Politics Conflict

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Principles of Organisational Behaviour(POB)13 February 2012

Principles of Organisational

Behaviour

Theme 2: Group Level3. Power, Politics and Conflict

Lecture 6


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Types ofPower: Interpersonal

Formal Power

Is established by an

individuals position in an

organisation.

Coercive Power

Reward Power

Legitimate Power

Personal Power

The power that comes from

an individuals unique

characteristics.

Expert Power

Referent Power


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Where does power come from?


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Power TacticsTactics Description

Legitimacy Relying on authority and postion

Rational persuasion Use of logical arguments and evidence to persuade

Exchange Give and take

Inspirational appeals Tap into values, emotions, and beliefs to gain

support

Consultation Seeking participation in making decision

Personal appeals Helping based on friendship or loyalty

Ingratiation Making others feel good about themselves

Pressure Demands, threats or intimidation to convince

Coalitions group of individuals working together toward a

common goal to influence others


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Preferred Power Tactics by Influence Direction

(Kipnis et al, 1984)


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Factors Influencing the Choice and

Effectiveness ofPower Tactics


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Politics - Power in Action

Political Behaviour

Activities that are not required as part of ones formal role in the

organisation, but that influence, or attempt to influence, the

distribution of advantages or disadvantages within the organisation

Legitimate Political Behaviour

Normal everyday politics

Illegitimate Political Behaviour

Extreme political behavior that violates the implied rules of the game


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Politics Is in the Eye of the Beholder

Source: Based on T. C. Krell, M. E.

Mendenhall, and J. Sendry, Doing

Research in the Conceptual Morass

of Organizational Politics, paper

presented at the Western Academy of

Management Conference, Hollywood,

CA, April 1987.

Political Label Effective Management Label

1. Blaming others vs. Fixing responsibility

2. Kissing up vs. Developing working relationships

3. Apple polishing vs. Demonstrating loyalty

4. Passing the buck vs. Delegating authority

5. Covering your rear vs. Documenting decisions6. Creating conflict vs. Encouraging change and innovation

7. Forming coalitions vs. Facilitating teamwork

8. Whistle blowing vs. Improving efficiency

9. Scheming vs. Planning ahead

10. Overachieving vs. Competent and capable

11. Ambitious vs. Career-minded12. Opportunistic vs. Astute

13. Cunning vs. Practical-minded

14. Arrogant vs. Confident

15. Perfectionist vs. Attentive to detail


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Factors influencing Political Behaviour


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The Ethics ofPolitical Behaviour

Are there circumstances in which political tactics are ethicallyjustified? (Cavanagh et al. 1981)

They suggest three criteria

Utilitarian criteria does the behaviour produce a good outcome forpeople both inside and outside the organisation?

Individual rights criteria does the behaviour respect the rights of all

parties?

Distributive justice criteria Does the behaviour treat all parties

equitably and fairly?


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Conflict: Definition

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.

A behaviour intended to obstruct the achievement of

some other persons goal.


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Types of conflict

Task Conflict

Conflicts over content and goals of the work.

Relationship ConflictConflict based on interpersonal relationships.

Process Conflict

Conflict over how work gets done.


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Different views of conflictUnitarist View of Conflict

The belief that all conflict is harmful and must be avoided.

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

However, all the conflict are not positive,

- some conflicts support goals of the group and improve its performance,

-------- Functional/Constructive form of conflicts

- some conflicts hinder group performance ------ Dysfunctional/Destructive

form of conflict


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Is conflict always bad?


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Causes of conflicts


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Conflict handling

Source: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: ConsultingPsychologists Press, 1992), p. 668. With permission.


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Stage IV: Behavior

Conflict-Intensity Continuum

Source: Based on S.P. Robbins, Managing Organizational Conflict:A NontraditionalApproach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 9397; and F. Glasi, The Process of Conflict

Escalation and the Roles of Third Parties, in G.B.J. Bomers and R. Peterson (eds.), ConflictManagementand Industrial Relations(Boston: Kluwer-Nijhoff, 1982), pp. 11940.


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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

Dysfunctional Outcomes from Conflict

Development of discontent

Reduced group effectiveness

Retarded communication Reduced group cohesiveness

Infighting among group members overcomes group goals

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Lecture 6 - Politics Conflict