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Power, Politics, Conflict, and Negotiation

Understanding and Managing

Organizational Behavior

Chapter 13

Sixth EditionJennifer M. George & Gareth R. Jones

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-1

Learning Objectives

Understand the nature of power and explain why organizational politics exists and how it can help or harm an organization and its members

Differentiate between the main sources of formal and informal power people can use to engage in organizational politics as well as sources of functional and divisional power


Learning Objectives

Discuss the nature of organizational conflict and the main sources of conflict in an organizational setting

Describe a model of the conflict process that illustrates how the conflict process works

Explain how negotiations can be used to manage the conflict process and resolve disputes between people and groups


Using Power and Politics to Increase Performance

Why do managers use their power to influence organizational performance?

To keep up with competition

Get better results


The Nature of Power and Politics

Power

Principal means of directing and controlling organizational goals and activities

Ability to get others to do something they might not otherwise do


The Good Side of Power

Improve decision-making quality

Promote change

Encourage cooperation

Promote new organizational goals


Sources of Individual Power

Individual Power

Formal PowerLegitimate powerReward powerCoercive powerInformation power

Informal PowerExpert powerReferent powerCharismatic power

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

Exhibit 13.1

13-7

A Power Struggle at Gucci


Sources of Functional and Divisional Power

Functional or divisional power

Ability tocontrol

uncertaincontingencies

CentralityIrreplaceability

Ability tocontrol andgenerate resources


Exhibit 13.2

Organizational Politics

Organizational politics are activities that managers engage in to increase their power. They can use the power to influence organizational decisions that favor their individual, functional, and divisional interests.


Tactics for Increasing Individual Power

Tap sources of functional and divisional power

Recognize who has powerControl the agendaBring in an outside expertBuild coalitions/alliances


Factors of Relative Power

Sources of power

Consequences of power

Symbols of power

Personal reputations

Representational indicators


Organizational Conflict

Organizational conflict is the self-interested struggle that arises when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group


The Effect of Conflict on Organizational Performance


Exhibit 13.4

Sources of Conflict

Differentiation

Task relationships

Scarcity of resources


Conflict Evolving from Task Relationships

Overlapping authority

Task interdependence

Incompatible evaluation systems


Pondy’s Model of Organizational Conflict

Stage 1: Latent Conflict

Stage 2: Perceived Conflict

Stage 3: Felt Conflict

Stage 4: Manifest Conflict

Stage 5: Conflict Aftermath


Exhibit 13.5

Forms of Manifest Conflict

Open aggressionViolenceInfightingSabotagePhysical intimidationLack of cooperation


OB Today: Fighting for Control at CIC Inc.


Negotiation

Compromise

Initial Offer

Counteroffers

Concessions


Individual-Level Conflict Management

Manager meets with employees in conflict; all understand facts of conflict

Manager summarizes dispute in written form

Manager discusses facts in report with each employee separately and works out a common solution

Manager gets commitment to resolving dispute


Group-Level Conflict Management

CompromiseCollaborationAccommodationAvoidanceCompetition


Ways of Handling Conflict

Accommodation

Compromise

Collaboration

CompetitionAvoidance

Low HighInterest in achieving individual goals

High Low

Interest in helping others


Exhibit 13.6

Promoting Compromise

Emphasize common goals

Focus on the problem, not the people

Focus on interests, not demands

Create opportunities for joint gain

Focus on what is fair


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