conflict power and politics - chpt 13

Conflict, Power and PoliticsConflict, Power and Politics

Chapter 13 in 8th Edition Chapter 12 in 7th Edition

A Process Framework of Organizational Power, Politics and Collaboration

Antecedent Conditions

Goal Incompatibility

Differentiation

Task Interdependence

Limited Resources

Rational Model

Political Model

- Gather Data

- Reach Agreement

Tactics for Increasing Power Base

Political Tactics for Using Power

Tactics for Enhancing Collaboration

Sources of Conflict and Use of Rational vs. Political Model

Sources of Potential

Inter-group Conflict

Goal Incompatibility

Differentiation

Task Interdependence

Limited Resources

Consistent acrossparticipants

Centralized

Orderly, logical,rational

Norm of efficiency

Extensive, systematic, accurate

When Conflict Is Low,

Rational Model describes

organizationInconsistent, pluralisticwithin the organization

Decentralized, shiftingcoalitions and interestgroups

Disorderly, result of bargaining and interplayamong interests

Free play of market forces, conflict is legitimate and expected

Ambiguous, information usedand withheld strategically

When Conflict Is High,

Political Model describes

organizationGoals

Power andControl

DecisionProcess

Rules and Norms

Information

OrganizationVariables

Sources of Individual Power:

-French & Raven

Sources of Organizational Power:

Vertical

-Top management

-Middle management

-Lower level

Horizontal

-Dept vs. Dept.

Power

Base

Model of Power, Politics & Influence

Influence

Tactics for Increasing Power Base

Tactics for Enhancing Collaboration

Political Tactics for Using Power

Individual Power(French & Raven)

• Legitimate Power• power derived from a

person’s position or job in an organization

• i.e. technically not individual but organizational power

• supervisors, teachers, police officers

Individual Power

• Reward Power• power derived from

the ability to provide positive outcomes

• supervisors: pay, promotion

• peers and subordinates: praise, flattery

Individual Power• Coercive Power• power derived from

the use of punishment or threat

• supervisors: dock pay, ‘exile’ transfers

• peers: ignore, shun

Individual Power

• Referent Power• power derived from

being well-liked by others

• followers identify with power-holder

• charismatic leadership

Individual Power

• Expert power• power derived from

having special information or expertise that is valued by an organization

• so you’re a rocket scientist...

Passed MGT3360

Organizational Powerresults from structure, rather than individual characteristics

• Vertical power: sources of power accessed by an individual according to his/her position in the hierarchy

• Also legitimate or formal power

• Horizontal power: sources of power accessed by otherwise equal departments or subunits according to their ability to address strategic issues for the organization

Sources of Vertical Power

• Formal Position• Allocation of

Resources• Control of Decision

Premises and Information

• Network Centrality

Strategic Contingencies That Influence Horizontal Power Among Departments

Dependency

Financial Resources

Centrality

Nonsubstitutability

Coping with Uncertainty

Department Power

Domains of Political Activity

1. Structural change2. Management

succession3. Resource

allocation

Tactics for Increasing Your Power Base

1. Enter areas of high uncertainty

2. Create dependencies3. Provide scarce

resources4. Satisfy strategic

contingencies

Political Tactics for Using Power

1. Build coalitions2. Expand networks3. Control decision

premises4. Enhance legitimacy

& expertise5. Make a Direct

Appeal

Tactics for Enhancing Collaboration

1. Create integration devices

2. Use confrontation & negotiation

3. Schedule intergroup consultation

4. Practice member rotation5. Create shared mission &

superordinate goals