lecture 6 - politics conflict
TRANSCRIPT
-
8/3/2019 Lecture 6 - Politics Conflict
1/20
Principles of Organisational Behaviour(POB)13 February 2012
Principles of Organisational
Behaviour
Theme 2: Group Level3. Power, Politics and Conflict
Lecture 6
-
8/3/2019 Lecture 6 - Politics Conflict
2/20
-
8/3/2019 Lecture 6 - Politics Conflict
3/20
Principles of Organisational Behaviour(POB)13 February 2012
Types ofPower: Interpersonal
Formal Power
Is established by an
individuals position in an
organisation.
Coercive Power
Reward Power
Legitimate Power
Personal Power
The power that comes from
an individuals unique
characteristics.
Expert Power
Referent Power
-
8/3/2019 Lecture 6 - Politics Conflict
4/20
Principles of Organisational Behaviour(POB)13 February 2012
Where does power come from?
-
8/3/2019 Lecture 6 - Politics Conflict
5/20
Principles of Organisational Behaviour(POB)13 February 2012
Power TacticsTactics Description
Legitimacy Relying on authority and postion
Rational persuasion Use of logical arguments and evidence to persuade
Exchange Give and take
Inspirational appeals Tap into values, emotions, and beliefs to gain
support
Consultation Seeking participation in making decision
Personal appeals Helping based on friendship or loyalty
Ingratiation Making others feel good about themselves
Pressure Demands, threats or intimidation to convince
Coalitions group of individuals working together toward a
common goal to influence others
-
8/3/2019 Lecture 6 - Politics Conflict
6/20
Principles of Organisational Behaviour(POB)13 February 2012
Preferred Power Tactics by Influence Direction
(Kipnis et al, 1984)
-
8/3/2019 Lecture 6 - Politics Conflict
7/20
Principles of Organisational Behaviour(POB)13 February 2012
Factors Influencing the Choice and
Effectiveness ofPower Tactics
-
8/3/2019 Lecture 6 - Politics Conflict
8/20
Principles of Organisational Behaviour(POB)13 February 2012
Politics - Power in Action
Political Behaviour
Activities that are not required as part of ones formal role in the
organisation, but that influence, or attempt to influence, the
distribution of advantages or disadvantages within the organisation
Legitimate Political Behaviour
Normal everyday politics
Illegitimate Political Behaviour
Extreme political behavior that violates the implied rules of the game
-
8/3/2019 Lecture 6 - Politics Conflict
9/20
Principles of Organisational Behaviour(POB)13 February 2012
Politics Is in the Eye of the Beholder
Source: Based on T. C. Krell, M. E.
Mendenhall, and J. Sendry, Doing
Research in the Conceptual Morass
of Organizational Politics, paper
presented at the Western Academy of
Management Conference, Hollywood,
CA, April 1987.
Political Label Effective Management Label
1. Blaming others vs. Fixing responsibility
2. Kissing up vs. Developing working relationships
3. Apple polishing vs. Demonstrating loyalty
4. Passing the buck vs. Delegating authority
5. Covering your rear vs. Documenting decisions6. Creating conflict vs. Encouraging change and innovation
7. Forming coalitions vs. Facilitating teamwork
8. Whistle blowing vs. Improving efficiency
9. Scheming vs. Planning ahead
10. Overachieving vs. Competent and capable
11. Ambitious vs. Career-minded12. Opportunistic vs. Astute
13. Cunning vs. Practical-minded
14. Arrogant vs. Confident
15. Perfectionist vs. Attentive to detail
-
8/3/2019 Lecture 6 - Politics Conflict
10/20
Principles of Organisational Behaviour(POB)13 February 2012
Factors influencing Political Behaviour
-
8/3/2019 Lecture 6 - Politics Conflict
11/20
Principles of Organisational Behaviour(POB)13 February 2012
The Ethics ofPolitical Behaviour
Are there circumstances in which political tactics are ethicallyjustified? (Cavanagh et al. 1981)
They suggest three criteria
Utilitarian criteria does the behaviour produce a good outcome forpeople both inside and outside the organisation?
Individual rights criteria does the behaviour respect the rights of all
parties?
Distributive justice criteria Does the behaviour treat all parties
equitably and fairly?
-
8/3/2019 Lecture 6 - Politics Conflict
12/20
Principles of Organisational Behaviour(POB)13 February 2012
Conflict: Definition
A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about.
A behaviour intended to obstruct the achievement of
some other persons goal.
-
8/3/2019 Lecture 6 - Politics Conflict
13/20
Principles of Organisational Behaviour(POB)13 February 2012
Types of conflict
Task Conflict
Conflicts over content and goals of the work.
Relationship ConflictConflict based on interpersonal relationships.
Process Conflict
Conflict over how work gets done.
-
8/3/2019 Lecture 6 - Politics Conflict
14/20
Principles of Organisational Behaviour(POB)13 February 2012
Different views of conflictUnitarist View of Conflict
The belief that all conflict is harmful and must be avoided.
Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any group.
Interactionist View of Conflict
The belief that conflict is not only a positive force in a group but that it is
absolutely necessary for a group to perform effectively
However, all the conflict are not positive,
- some conflicts support goals of the group and improve its performance,
-------- Functional/Constructive form of conflicts
- some conflicts hinder group performance ------ Dysfunctional/Destructive
form of conflict
-
8/3/2019 Lecture 6 - Politics Conflict
15/20
Principles of Organisational Behaviour(POB)13 February 2012
Is conflict always bad?
-
8/3/2019 Lecture 6 - Politics Conflict
16/20
Principles of Organisational Behaviour(POB)13 February 2012
Causes of conflicts
-
8/3/2019 Lecture 6 - Politics Conflict
17/20
-
8/3/2019 Lecture 6 - Politics Conflict
18/20
Principles of Organisational Behaviour(POB)13 February 2012
Conflict handling
Source: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: ConsultingPsychologists Press, 1992), p. 668. With permission.
-
8/3/2019 Lecture 6 - Politics Conflict
19/20
Principles of Organisational Behaviour(POB)13 February 2012
Stage IV: Behavior
Conflict-Intensity Continuum
Source: Based on S.P. Robbins, Managing Organizational Conflict:A NontraditionalApproach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 9397; and F. Glasi, The Process of Conflict
Escalation and the Roles of Third Parties, in G.B.J. Bomers and R. Peterson (eds.), ConflictManagementand Industrial Relations(Boston: Kluwer-Nijhoff, 1982), pp. 11940.
-
8/3/2019 Lecture 6 - Politics Conflict
20/20
Principles of Organisational Behaviour(POB)13 February 2012
Stage V: Outcomes
Functional Outcomes from Conflict Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving Creation of an environment for self-evaluation and change
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded communication Reduced group cohesiveness
Infighting among group members overcomes group goals