Post on 18-Jan-2016
transcript
Chapter 12: Conflict, Power,
and Politics
JOANNA DIFAZIO
JAMIE MCGILL
RYAN WATSON
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Purpose of this Chapter
To discuss the nature of conflict and use of power and politics to manage and reduce conflict among groups.
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Agenda
Define Intergroup Conflict
Sources of Conflict
Rational vs. Political model
Power and Authority
Vertical Sources of Power
Horizontal Sources of Power
Summary
Class Exercise
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Class Discussion - Case Study4
Intergroup Conflict in Organizations
Intergroup Conflict (IC): behaviour that occurs among organizational groups when individuals identify with one group and perceive that other groups may block their group’s goal achievement.
Intergroup Conflict requires 3 ingredients:
Group identification
Observable group differences
Frustration
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Sources of Conflict
Specific organizational characteristics can generate conflict.
These sources of intergroup conflict are:
1. Goal incompatibility
2. Differentiation
3. Limited Resources
4. Task Interdependence
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Sources of Conflict: Goal Incompatibility
Greatest cause of intergroup conflict in organizations.*
Achievement of one department’s goals interfere with another department’s goals.
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Goal Incompatibility Example
So What?
How do we fix this?
Align department goals with organizational goals
Integrative devices
Confrontation and negotiation
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EGSS Link
Goal Incompatibility Conflict
Environment: Low Uncertainty & Low-moderate Uncertainty
Goals: Overall performance and productivity
Strategy: Low-cost leadership (Focused), Defender/Reactor
Structure: Mechanistic
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Sources of Conflict: Differentiation
Differentiation: departments or divisions within an organization that often differ in values, attitudes and standards of behaviour.
Functional specialization first, then influence by department leads to conflict.
Example: Subcultures
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So What?
How do we fix this?
Member rotation
Integrative devices
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EGSS Link
Differentiation Conflict
Environment: Simple + Unstable and Complex + Unstable
Goal: Resources, innovation, creativity, and employee development
Strategy: Differentiation (Focused), Analyzer/Prospector
Structure: Organic
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Sources of Conflict: Limited Resources
Limited Resources: competition between groups for what members perceive as limited resources.
Groups want to increase their own resources: hence conflict.
Examples: Inflating budgets, working behind the scenes to obtain resources
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So What?
How do we fix this?
Build coalitions and expand networks
Make a direct appeal
Create/Reduce dependency
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EGSS Link
Limited Resources
Environment: Simple + Unstable and Complex + Unstable
Goal: Resources, innovation, creativity, and employee development
Strategy: Differentiation (Focused), Analyzer/Prospector
Structure: Organic
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Sources of Conflict: Task Interdependence
Task Interdependence: refers to dependence of one unit on another for materials, resources, or information.
3 Types:
pooled interdependence
sequential interdependence
reciprocal interdependence
As interdependence increases, potential for conflict increases!
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So What?
How do we fix this?
Coping with uncertainties
Reduce dependency
Member rotation
Create integrative devices
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EGSS Link
Task Interdependence Conflict
Environment: Low Uncertainty & Low-moderate Uncertainty
Goals: Overall performance and productivity
Strategy: Low-cost leadership (Focused), Defender/Reactor
Structure: Mechanistic
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Question
Based on the sources of conflict, which one(s) do you think contribute to creating a toxic culture? Goal incompatibility
Differentiation
Limited Resources
Task Interdependence
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Rational vs. Political Model
The degree of goal incompatibility, differentiation, task interdependence, and conflict over limited resources determines whether a rational or political model of behaviour is used within the organization to accomplish goals.
The rational model where behavior is not random or accidental
Goals are clear and choices are made logically
The political model involves push and pull debate regarding goals
Organization groups have separate interests and goals
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Rational vs. Political Model – Exhibit 12.2
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Power and Authority
AUTHORITY POWER
Right to do something Ability to do something
Derived from organization position Derived from many sources
Always flows downward – can be delegated Flows in all directions
Legitimate Maybe illegitimate
Narrow term Broad concept
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What is the difference between power and authority?
Power and Authority
Power: the potential ability of one department to influence other departments to carry out orders.
Intangible and difficult to measure
Can be exercised in vertical or horizontal directions
Authority: a force for achieving desired outcomes
But only as prescribed by the formal chain of command and reporting relationships
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Vertical Sources of Power
Formal Position – legitimate power accrued to top positions Resources – resources can be used as a tool for power Control of Information – information is a primary business source Network Centrality – being centrally located in the organization and
having access People – loyal executives/managers
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Horizontal Sources of Power
Relationships across departments, divisions, units
Strategic Contingencies – groups most responsible for key organization issues
Power Sources – five power sources that departments may possess
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Horizontal Sources of Power27
EGSS Summary
Goal Incompatibility
Differentiation Limited Resources Task Interdependence
Environment Simple + StableComplex + Stable
Simple + Unstable Complex + Unstable
Simple & UnstableComplex & Unstable
Simple + Stable Complex + Stable
Goals Overall PerformanceProductivity
Market Share
Employee Development Resources
Innovation & Creativity
Employee DevelopmentResources
Innovation & Creativity
Overall PerformanceProductivity
Strategies Low-Cost Leadership (Focus)Defender/Reactor
Differentiation (Focus) Prospector/Analyzer
Differentiation (Focus)Prospector/Analyzer
Low-Cost Leadership (Focus)
Defender/Reactor
Structure Mechanistic Organic Organic Mechanistic
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Methods to Overcome Conflict
Sources of Conflict Methods
Goal Incompatibility Aligning department goals with organization goalsIntegrative devicesConfrontation and negotiation
Differentiation Member rotationIntegrative devices
Limited Resources Build coalitions and expand networksMake a direct appealReduce dependency
Task Interdependence Coping with uncertaintiesIntegrative devicesMember rotationReduce dependency
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Case Study Questions
Based on the Case What is Toyota's External Environment?
What is Toyota's Goal?
What is Toyota's Strategy?
What is Toyota's Structure?
Based on the EGSS what are some potential misalignments in relation to conflict and power?
How would you solve these misalignments?
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THANK YOU
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