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Organizational power,politics and conflict

12/05/2008

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Definition of organizational power

Sources of power

Powerless and empowerment Inter-departmental power

Power tactics

Organizational power

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1.Definition

Organizational power: A capacity that Ahas to influence the behavior of B so that Bdoes things he or she would not otherwisedo (pp.217)

The potential to influence others

People have power they dont use and maynot know they possess

Power requires one persons perception ofdependence on another person

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The Dark Side of Power and Politics

people associate power andpolitics with attempts to useorganizational resources forpersonal advantage and toachieve personal goals atthe expense of other goals.

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The Bright Side of Power

Improve decision making quality

Promote change

Encourage cooperation Promote new organizational

goals

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2.Sources of Power5 category classification scheme by French & Raven

Reward PowerSalary, Bonus, Promotion

Coercive Power

Forcing someone to do something

Legitimate Power

Based on position; mutual agreement

Referent Power

Based on interpersonal attraction Expert Power

Based on knowledge or info value

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3. Empowerment

Powerlessness: a real or perceived state of

having little or no power.

Is power given or self-built?

Delegation with clear boundaries

A process of risk taking and accountability

An environment that encourages people to take

calculated risk and accountability in decisions

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4. Inter-departmental power

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Inter-departmental power(horizontal)

Dependency The power of department A over department B is

greater when department B depends on A.

Financial resources Departments that generate income for an organization

have greater power.

Centrality Centrality reflects a departments role in the primary

activity of an organization.

One measure of centrality is the extent to which thework of the department affects the final output of theorganization.

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Inter-departmental power(horizontal)

Nonsustainability

If an employee cannot be easily replaced, his or her

power is greater.

Coping with uncertainty

Departments that reduce the uncertainty for theorganization will increase their power; i.e.

technological developments for IT Departments.

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5.Power tactics ways in which powerholdertranslate power basis into specific actions

Reason:logical or rational presentation

friendliness:use of flattery,creation of goodwill,

acting humble,friendly prior to making a request

coalition:getting others support to back up bargaining:negotiation through favors exchange

assertiveness: use of a direct & forcefulapproach such as demanding compliance with

request higher authority:gaining the support of higher

sanction

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Organizational politics1.Definition

Politicsis the application of powerbuilding andusing influence towards intended purposes anddesired outcomes.

Constructive politicsis where organizational

interest comes before personal interest. Its alsoconducted within good ethical standards

Destructive politicsis where personal or sub-group interest comes before organizational interest

or is simply building personal empire. It isconducted without regards to ethical standards

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Organizational politics2.Domains of political activity

Structural change

Inter-departmental coordination

Resource allocation Management succession

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Organizational Conflict

Organizational Conflict

The discord that arises when goals, interests orvalues of different individuals or groups are

incompatible and those people block each others

efforts to achieve their objectives. Conflict is inevitable given the wide range of goals

for the different stakeholder in the organization.

Lack of conflict signals that management emphasizes

conformity and stifles innovation. Conflict is good for organizational performance

although excessive conflict causes managers to spendtoo much time achieving their own ends.

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The Effect of Conflict on OrganizationPerformance

Figure 16.1

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Sources of Conflict

Figure 16.3

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Sources of Conflict

Incompatible Goals and Time Horizons

Different groups have differing goals and focus.

Overlapping Authority Two or more managers claim authority for the

same activities which leads to conflict betweenthe managers and workers.

Task Interdependencies One member of a group or a group fails to finish a

task that another member or group depends on,causing the waiting worker or group to fall behind.

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Sources of Conflict

Incompatible Evaluation or Reward Systems

A group is rewarded for achieving a goal, butanother interdependent group is rewarded for

achieving a goal that conflicts with the first group.

Scarce Resources

Managers can come into conflict over the

allocation of scare resources. Status Inconsistencies

Some individuals and groups have a higherorganizational status than others, leading to

conflict with lower status groups.

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Conflict ManagementStrategies

Functional Conflict Resolution

Handling conflict by compromise or collaborationbetween parties.

Compromise: each party is concerned about their goalaccomplishment and is willing to engage in give-and-

take exchange to reach a reasonable solution.

Collaboration: parties try to handle the conflict without

making concessions by coming up with a new way toresolve their differences that leaves them both better

off.

Managers also must address individual sources of

conflict.

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Conflict-management style

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Conflict ManagementStrategies (cont..)

Strategies Focused on Individuals

Increasing awareness of thesource of conflict

Can conflict source can be foundand corrected?

Increasing diversity awareness

and skills

Older workers may resent younger

workers, or experience culturaldifferences.

Practicing job rotation ortemporary assignments

Provides a good view of whatothers face.

Using permanent transfers and

dismissals when necessary

Avoids problem interactions.

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Conflict ManagementStrategies (cont)

Strategies Focused on The Whole Organization

Changing the structure of theorganization

Shifting from a functionalstructure to a product structure asthe organization increases in size.

Increasing the levels ofintegration in the organization

Using cross-functional teams toresolve conflicts betweendepartments.

Changing the organizationsculture

Taking steps to changedysfunctional norms and values to

reduce conflict and refocus theorganization on effective goals.

Altering the source of theconflict

If conflict is due to overlappingauthority, managers can fix theproblem at the source.