HRM 601 Organizational Behavior

1
HRM 601 Organizational Behavior

• Session 10
• Power and Conflict

2
Influence, Power, Politics

• Influence -- This refers to the outcome of an
  attempt to change someones behavior or attitude
• Power -- This refers to the means by which the
  influence is accomplished.
• Politics -- The pursuit of self-interest in an
  organization to protect or further either
  individual or organizational goals.

3
Influence Tactics

• Rational persuasion -- use of logic
• Emotional appeals -- use of values, loyalty,
  fear
• Exchange -- use of rewards
• Norms -- use of traditions, policies

4
Position Power

• Legitimate Power derived from a persons
  position of authority in an organization
• Reward Power derived form the ability to provide
  positive outcomes
• Coercive Power derived from the ability to
  administer punishments

5
Individual Power

• Information Power derived access to information
  that is important to others in the organization
• Expert Power derived from an individuals
  superior skills or abilities in an area values by
  the organization
• Referent Power derived from the extent to which
  an individual is well liked and admired by others.

6
Resource Dependency Model
Important Resources
Engineering
Production
Personnel
Unimportant Resources
Controlled resource
Needed resource
7
Strategic Contingencies Model
Substitutability
Scarcity
Unit Power
Uncertainty
Centrality
8
Political Tactics

• Controlling access to information
• Building a favorable impression
• Building a support base Politics as the art of
  clout or gathering debts owed
• Blaming and attacking others
• Networking

9
Political Action Occurs

• When scarce resources are at stake
• When there are conflicting interests
• When uncertainly or ambiguity exists

10
Common Ethical Dilemmas

• Employee conflict of interest
• Where to draw the line in accepting favors or
  gifts
• Sexual harassment
• Personnel decisions based on favoritism

11
Causes of Unethical Choices

• Gain or greed
• Role conflict
• Competition
• Organizational culture

12
Ethical Guidelines
Ethical
3
Activity meets standards of fairness
Yes
2
Political activity respects rights
of stakeholders
1
Yes
No
Tactics promote purely selfish interests
No
No
Unethical Behavior
Yes
13
Organizational Conflict

• A process that occurs when a person or group
  believes that others have or will take action
  that is at odds with their own goals and
  interests.

14
Organizational Sources of Conflict
Group Identification
Differences in Power, Status, Culture
Conflict
Competition over Scarce Resources
Ambiguity over Jurisdiction
15
Interpersonal Causes of Conflict
Faulty Attribution
Faulty Communication
Conflict
Competitive Reward Systems
Personal Characteristics
16
Costs Benefits of Conflict

• Costs of Conflict
• Negative emotions and stress
• Stereotyping
• Faulty decision making

• Benefits of Conflict
• Discussion of problems
• Basis for change
• Increase in motivation and loyalty

17
Managing Conflict

• Bargaining Negotiation -- the process in which
  the parties in dispute make offers and counter
  offers
• Mediation and Arbitration -- third party
  intervention
• Superordinate Goals -- commonality is seen in
  goals and the solution is greater than either
  parties initial goal

18
Aspects of Bargaining

• Framing the issue
• Task orientation
• Emotional orientation
• Cooperative orientation
• Orientation strategy
• Win -- lose
• Win -- win

19
Aspects of Mediation

• Enlarging the pie
• Logrolling
• Cost cutting
• Bridging