HRM 601 Organizational Behavior Session 10 Power and Conflict

Influence, Power, & Politics Influence -- This refers to the outcome of an attempt to change someone’s behavior or attitude Power -- This refers to the means by which the influence is accomplished. Politics -- The pursuit of self-interest in an organization to protect or further either individual or organizational goals.

Influence Tactics Rational persuasion -- use of logic Emotional appeals -- use of values, loyalty, fear Exchange -- use of rewards Norms -- use of traditions, policies

Position Power Legitimate: Power derived from a person’s position of authority in an organization Reward: Power derived form the ability to provide positive outcomes Coercive: Power derived from the ability to administer punishments

Individual Power Information: Power derived access to information that is important to others in the organization Expert: Power derived from an individual’s superior skills or abilities in an area values by the organization Referent: Power derived from the extent to which an individual is well liked and admired by others.

Resource Dependency Model Engineering ProductionPersonnel Important Resources Unimportant Resources Needed resource Controlled resource

Strategic Contingencies Model Unit Power Scarcity Centrality Substitutability Uncertainty

Political Tactics Controlling access to information Building a favorable impression Building a support base — Politics as the art of clout or gathering debts owed Blaming and attacking others Networking

Political Action Occurs When scarce resources are at stake When there are conflicting interests When uncertainly or ambiguity exists

Common Ethical Dilemmas Employee conflict of interest Where to draw the line in accepting favors or gifts Sexual harassment Personnel decisions based on favoritism

Causes of Unethical Choices Gain or greed Role conflict Competition Organizational culture

Ethical Guidelines Tactics promote purely selfish interests Unethical Behavior Political activity respects rights of stakeholders 1 Yes No Activity meets standards of fairness No Yes 2 No 3 Ethical Yes

Organizational Conflict A process that occurs when a person or group believes that others have or will take action that is at odds with their own goals and interests.

Organizational Sources of Conflict Conflict Competition over Scarce Resources Differences in Power, Status, Culture Ambiguity over Jurisdiction Group Identification

Interpersonal Causes of Conflict Conflict Competitive Reward Systems Faulty Communication Personal Characteristics Faulty Attribution

Costs & Benefits of Conflict Costs of Conflict Negative emotions and stress Stereotyping Faulty decision making Benefits of Conflict Discussion of problems Basis for change Increase in motivation and loyalty

Managing Conflict Bargaining & Negotiation -- the process in which the parties in dispute make offers and counter offers Mediation and Arbitration -- third party intervention Superordinate Goals -- commonality is seen in goals and the solution is greater than either parties’ initial goal

Aspects of Bargaining Framing the issue –Task orientation –Emotional orientation –Cooperative orientation Orientation strategy –Win -- lose –Win -- win

Aspects of Mediation Enlarging the pie Logrolling Cost cutting Bridging