13 chapter conflict, power, and politics ©2013 cengage learning. all rights reserved. may not be...
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13 Chapter
Conflict, Power, and Politics
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization Theory and DesignEleventh EditionRichard L. Daft
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Interdepartmental Conflict in Organizations
• Groups may be dispersed across the organization
• Intergroup conflict requires three ingredients:
1. Group Identification
2. Observable Group Differences
3. Frustration
Conflict is similar to competition but more severe
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Sources of Conflict
Goal Incompatibility
Differentiation
Task Interdependence
Limited Resources
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Marketing-Manufacturing Areas of Potential Goal Conflict
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Rational versus Political Model
• The rational model where behavior is not random or accidental– Goals are clear and choices are made logically
• The political model involves push and pull debate regarding goals– Organization groups have separate interests and
goals
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Sources of Conflict and Use of Rational versus Political Model
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Top 10 Problems from Too Much Conflict
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Tactics for Enhancing Collaboration
1. Create integration devices
2. Use confrontation and negotiation
3. Schedule intergroup consultation
4. Practice member rotation
5. Create shared mission and superordinate goals
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Negotiation Strategies
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Power and Organizations
• Power is the potential ability of one person to influence other people
• Individual versus Organizational Power– Legitimate Power– Reward Power– Coercive Power– Expert Power– Referent Power
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Power versus AuthorityAuthority is more narrow than power
– Defined by the formal hierarchy and reporting relationships
1) Authority is vested in organizational positions2) Authority is accepted by subordinates3) Authority flows down the vertical hierarchy
• Power can be exercised upward, downward, and horizontally
• Authority is exercised downward along the hierarchy©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Vertical Sources of Power
• Formal Position – legitimate power accrued to top positions
• Resources – resources can be used as a tool for power
• Control of Information – information is a primary business source
• Network Centrality – being centrally located in the organization and having access
• People – loyal executives/managers
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Information Flow for Computer Decision at Clark Ltd.
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Illustration of Network Centrality
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The Power of Empowerment• Power sharing, the delegation of power or
authority to subordinates• Empowerment benefits:
– Employees receive information about company performance
– Employees have knowledge and skills to contribute to company goals
– Employees have the power to make substantive decisions
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Horizontal Sources of Power
• Relationships across departments, divisions, units
• Strategic Contingencies – groups most responsible for key organization issues
• Power Sources – five power sources that departments may possess
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Ratings of Power among Departments in Industrial Firms
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Strategic Contingencies That Influence Horizontal Power among Departments
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Political Processes in Organizations
• Politics is the use of power to influence decisions toward goals
• Organizational Politics - activities to acquire, develop, and use power to influence goals
• Domains of political activity:
– Structural Change
– Management Succession
– Resource Allocation
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Power and Political Tactics in Organizations
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Design Essentials
Conflict, power, and politics are natural outcomes of organizing
There are two views for organizations: rational and political models
There are vertical and horizontal sources of powerCertain characteristics make some departments more
powerful than othersManagers need political skillsManagers should enhance collaboration to reduce
conflict
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