1. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 1 CONFLICT AND ORGANIZATIONAL POLITICS Lecture 18

2. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 2 Sources of organizational conflict

3. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 3 Sources of organizational conflict Intrapersonal Interpersonal Whetten and Cameron (1991) - four sources of interpersonal conflict: Personal difference Role incompatibility Information deficiency Environmental stress Intragroup Intergroup Intraorganizational Interorganizational

4. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 4 Sources of organizational conflict Add Figure 18.2 here

5. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 5 Sources of organizational conflict

6. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 6 Forms of organizational conflict Individual Sabotage Ethical dilemmas Interpersonal disputes Work manipulation Misuse of resources Choice Politicking and power Rumour and gossip Attitude Absence and leaving Group Strikes and lock-outs Work to rule Work restriction Factionalism

7. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 7 Consequences of conflict Negative and positive force Miller and Bedford (2003) suggest five steps to re-establish trust after it has been broken by conflict: 1.Identify the core values 2.Bring the core values to life 3.Spell out the do and don’t aspects of each value 4.Weave values into the fabric of the organization 5.Ensure accountability and model the way It can be argued that some conflict is necessary for optimizing performance

8. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 8

9. 9 Perspectives on conflict Pluralism Unitarianism MarxistLabour process theory

10. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 10 Labour process theory Nature of work relations within a specific system of production Conflict between workers and managers is inevitable Thompson and McHugh (1995) - consequences: Work organizations are distinct from other organizations - the theory of capital accumulation and labour process Organizations are structures of control in the broadest sense of the term Mechanisms to integrate economic, political, administrative and ideological structures Organizational structures and processes involve political issues, decisions and choices Contested rationality Balance between control and resistance Thompson (1989) - five core elements: Labour as a unique commodity Labour as a special focus of attention is capitalism Capitalism forces minimization Control as an imperative Institutionalized conflict

11. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 11 Conflict and resistance Resistance can arise as a result of management attempts to create reality and the frame of reference that employees are supposed to adopt Salaman (1979) - dissension and dissatisfaction arise from hierarchical control Collinson (1994) - Resistance through distance Resistance through persistence

12. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 12 Conflict handling strategies Clarity and openness Style and structure Signals Training and socialization Procedure Thomas (1976) - five generic conflict handling styles: Smoothing or accommodating Avoidance Collaboration and problem solving Competitive or authoritarian Compromise

13. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 13 Politics within organizations Machiavelli The negative view of politics imposes a definition that considers it to be outside normal practice The more positive view regards it as an inevitable part of the need for individuals and groups to function in a collective context

14. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 14 Political strategies Offensive strategies Defensive strategies Neutral strategies

15. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 15 Using political behaviour Control of information Control of communication channels Use of outside specialists Control over work and meeting agendas Game playing Impression and image management Creating coalitions Control over decision-making criteria

16. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 16 Managing office politics

17. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 17 Conflict and politics: an applied perspective Conflict is regarded by most managers as something to be avoided within their organization Politics by way of contrast can be seen as a means of sharing power among a number of interested groups and individuals Cliques, cabals and young Turks Political behaviour is encouraged to exist in situations where the formal roles and authority are unclear