Chapter 13: Power, Politics, Conflict, and Negotiation

1. Understanding And Managing Organizational Behavior 4th Edition Chapter 13:Power, Politics, Conflict, and Negotiation JENNIFER GEORGE & GARETH JONES

2. Opening Case: A Power Struggle at Gucci • Domenico De Sole (CEO) hired Tom Ford as head designer in1990 • Conflict over who should lead company in 2004 • Tom and Dom OR • Serge Weinberg – head of parent company PPR • Tom and Dom left in March 2004

3. The Nature of Power and Politics • Power • Principal means of directing and controlling organizational goals and activities • Ability to get others to do something they might not otherwise do • Organizational politics • Activities designed to increase power

4. The Good Side of Power • Improve decision making quality • Promote change • Encourage cooperation • Promote new organizational goals

5. Formal power Legitimate power Reward power Coercive power Information power Informal power Expert power Referent power Charismatic power Figure 13.1 Sources of Individual Power

6. Figure 13.2 Sources of Functional and Divisional Power • Ability to control uncertain contingencies • Irreplaceability • Centrality • Ability to control and generate resources

7. Tactics for Increasing Individual Power • Tapping the sources of functional and divisional power • Recognizing who has power • Controlling the agenda • Bringing in an outside expert • Building coalitions and alliances

8. Factors of Relative Power • Sources of power • Consequences of power • Symbols of power • Personal reputations • Representational indicators

9. What is Organizational Conflict? Self-interested struggle that arises when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group

10. Sources of Conflict • Differentiation • Differences in functional orientations • Status inconsistencies • Task relationships • Overlapping authority • Task interdependencies • Incompatible evaluation systems • Scarcity of resources

11. Figure 13.5 Pondy’s Model of Organizational Conflict • Stage 1 – Latent conflict • Stage 2 – Perceived conflict • Stage 3 – Felt conflict • Stage 4 – Manifest conflict • Stage 5 – Conflict aftermath

12. Forms of Manifest Conflict • Open aggression • Violence • Infighting • Sabotage • Physical intimidation • Lack of cooperation

13. Negotiation • Initial offer • Counteroffers • Concession • Compromise

14. Individual-Level Conflict Management • Manager meets with employees in conflict. All understand facts of conflict • Manager summarizes dispute in written form • Manager discusses facts in report with each employee separately and works out a common solution • Manager gets commitment to resolving dispute

15. Group-Level Conflict Management • Compromise • Collaboration • Accommodation • Avoidance • Competition

16. Promoting Compromise • Emphasize common goals • Focus on the problem, not the people • Focus on interests, not demands • Create opportunities for joint gain • Focus on what is fair

17. Union-Management Negotiations • Distributive bargaining • Attitudinal structuring