CONFLICT RESOLUTION AND GENERAL MANAGEMENT MBA 5192

1
CONFLICT RESOLUTION AND GENERAL MANAGEMENT MBA
5192

• RAJ BASU
• Vice-President for Academic Affairs
• OSU-Tulsa

2
ORGANIZATIONAL POWER

• The potential to influence the behavior of others
  and the ability to resist unwanted influence

3
SOURCES OF POWER

• Legitimate Authority
• Ability to reward
• Coercive authority
• Expert power
• Referent power
• Networks and Alliances
• Structural Location

4
DEVELOPING REWARD POWER

• Praise and reward frequently
• Reward the deserving only
• Be consistent in the distribution of rewards
• Do not underestimate the power of intangible
  rewards

5
DEVELOPING COERCIVE POWER

• Walk softly and carry a big stick
• Do not misuse or over use coercive power
• Be consistent in the use of coercive power
• Use coercive power in private, and reward power
  in public

6
DEVELOPING EXPERT POWER

• Gain valued knowledge and expertise
• Establish yourself as a resource for others
• Share your expertise generously
• Stay ahead of the learning curve

7
DEVELOPING REFERENT POWER

• Understand peoples needs, interests, and
  problems
• Genuinely respect mutual differences
• Invite reciprocal influence
• Do not make illegitimate demands
• Empower to gain power

8
DEVELOPING NETWORKS ALLIANCES

• Establish credibility and expertise
• Develop a reputation for wisdom and fairness
• Prove your loyalty and trustworthiness to people
• Consistently build your credits
• Find powerful mentors
• Keep your manager informed of your achievements
• Complement your managers style

9
ADVANTAGES OF NETWORKS ALLIANCES

• Increased access to resources
• Greater autonomy and decision-making latitude
• Greater political and moral support

10
DEVELOPING STRUCTURAL POWER

• Seek mission critical responsibilities
• Seek jobs with high Centrality
• Seek responsibilities that allow control over
  resources
• Have access to important information

11
RESPONSES TO POWER

• Coercive Power Resistance
• Legitimate, Reward Power Compliance
• Expert, Referent Power Internalization

12
Successful Long-term Power Users

• Have a high need for using power for the good of
  others
• Approach relationships with a communal
  orientation
• Focus on needs and interests of others

belief in the authority system
preference for work discipline
belief in justice
altruism
13
Creating Sustaining High Performance Teams
14
Learning Objectives

• Teams, their uses, and impact on individual
  behavior
• Process of team development
• Factors Affecting Team Performance
• Team Decision-making Techniques
• Management of teams and meetings

15
Teams

• A relatively small number of people with
  complementary skills, sharing a common perception
  of belonging, who are committed to a common
  mission, performance goals, and mutual
  accountability

16
Groups v Teams
Group
Individual
Team
Group--a collection of people having a common
interest or objective (emphasizes individual
performance and accountability)
17
Advantages of Teams

• Higher quality decisions
• Larger array of alternatives
• Greater legitimacy of decisions made
• Meets social needs of employees

18
Disadvantages of Teams

• Physical and temporal challenges
• Ambiguous responsibility
• Risky shift
• Pressure to conform
• Groupthink

19
When to Use Teams

• Consistent with organizational culture
• Focus on team product/performance
• Interdependence
• Effectiveness over efficiency (time)

20
Stages of Team Development

• Forming
• Storming
• Norming
• Performing

21
Sources of Conflict in Teams

• Incongruent goals / Role ambiguity
• Ideological differences
• Role overload
• Resource scarcity
• Individual differences
• Individual reward structure

22
Factors Affecting Performance

• Team-Organizational Goal Compatibility
• Team Cohesion

06/16/97
23
Factors Affecting Compatibility

• Organizational Vision
• Socialization
• Performance-based rewards

06/16/97
24
Factors Affecting Cohesion

• Well defined expectations
• Member Interest
• Incentives
• Stability
• History
• Size

06/16/97
25
Team Decision-Making Techniques

• Dialectical Inquiry
• Nominal Group Training (NGT)

26
Dialectical Inquiry

• State and clarify problem
• Appoint a Devils Advocate
• Remaining members generate solutions
• Devils Advocate evaluates solutions
• Members regenerate solutions
• Steps are repeated till consensus

27
Nominal Group Technique

• State and clarify problem
• Members record solutions independently
• Leader writes solutions on board
• Team discusses solutions
• Members rank solutions
• Average ranking implemented

28
Sources of Problems in Team Meetings

• Unnecessary meeting
• Unclear objectives
• Poor organization
• Poor process management
• Inappropriate size

29
Effective Management of Team Meetings

• Deciding when or if to convene a meeting
• Deciding whom and how many to invite
• Preparing for the meeting
• Managing dynamics during the meeting

30
Managerial Guidelines

• Outline the mission and goals of the team (issue
  a performance challenge)
• Make an explicit link between individual and team
  performance
• Build a sense of common fate

31
Managerial Guidelines

• Allow for conflict, but manage it
• Make sure appropriate norms are established
• Make sure key roles are filled
• Take opportunities to bond the team
• Give it time, do not rush to performance!
  (long-term endeavor)

32
Performance-ready Team

• Well developed sense of purpose
• Cohesive
• Relaxed
• Team members listen to one another
• High degree of participation
• Conflict is focused on issues