1. Conflict, Power and Politics

2. A Process Framework of Organizational Power, Politics and Collaboration
- Gather Data
- Reach Agreement
Rational Model
Antecedent Conditions
Goal
Incompatibility
Differentiation
Task
Interdependence
Limited
Resources
Tactics for Increasing Power Base
Political Model
Political Tactics for Using Power
Tactics for Enhancing Collaboration

3. Sources of Conflict and Use of Rational vs. Political Model
Consistent across
participants
Centralized
Orderly, logical,
rational
Norm of efficiency
Extensive,
systematic, accurate
When Conflict Is
Low,
Rational Model
describes
organization
Inconsistent, pluralistic
within the organization
Decentralized, shifting
coalitions and interest
groups
Disorderly, result of
bargaining and interplay
among interests
Free play of market forces,
conflict is legitimate and
expected
Ambiguous, information used
and withheld strategically
High,
Political Model
Goals
Power and
Control
Decision
Process
Rules and
Norms
Information
Organization
Variables
Sources of
Potential
Inter-group
Conflict
Goal
Incompatibility
Differentiation
Task
Interdependence
Limited
Resources

4. Sources of Individual Power:
-French & Raven
Sources of Organizational Power:
Vertical
Top management
Middle management
Lower level
Horizontal
-Dept vs. Dept.
Model of Power, Politics & Influence
Tactics for Enhancing Collaboration
Power
Base
Influence
Tactics for Increasing Power Base
Political Tactics for Using Power

5. Individual Power (French & Raven) Legitimate Power
power derived from a person’s position or job in an organization
i.e. technically not individual but organizational power
supervisors, teachers, police officers

6. Individual Power Reward Power
power derived from the ability to provide positive outcomes
supervisors: pay, promotion
peers and subordinates: praise, flattery

7. Individual Power Coercive Power
power derived from the use of punishment or threat
supervisors: dock pay, ‘exile’ transfers
peers: ignore, shun

8. Individual Power Referent Power
power derived from being well-liked by others
followers identify with power-holder
charismatic leadership

9. Individual Power Expert power
power derived from having special information or expertise that is valued by an organization
so you’re a rocket scientist...
Passed MGT3360

10. Organizational Power results from structure, rather than individual characteristics
Vertical power: sources of power accessed by an individual according to his/her position in the hierarchy
Also legitimate or formal power
Horizontal power: sources of power accessed by otherwise equal departments or subunits according to their ability to address strategic issues for the organization

11. Sources of Vertical Power
Formal Position
Allocation of Resources
Control of Decision Premises and Information
Network Centrality

12. Coping with Uncertainty
Strategic Contingencies That Influence Horizontal Power Among Departments
Dependency
Financial Resources
Centrality
Department Power
Nonsubstitutability
Coping with Uncertainty

13. Domains of Political Activity
Structural change
Management succession
Resource allocation

14. Tactics for Increasing Your Power Base
Enter areas of high uncertainty
Create dependencies
Provide scarce resources
Satisfy strategic contingencies

15. Political Tactics for Using Power
Build coalitions
Expand networks
Control decision premises
Enhance legitimacy & expertise
Make a Direct Appeal

16. Tactics for Enhancing Collaboration
Create integration devices
Use confrontation & negotiation
Schedule intergroup consultation
Practice member rotation
Create shared mission & superordinate goals