power and conflict ppt

8/16/2019 Power and Conflict Ppt

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POWER AND POLITICS

IN AN

ORGANISATION


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WHAT IS POWER

Power refers to thepossession of authority

and influence over others.


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PROVIDING DIRECTIONGET FAST ACCESS TO DECISION

MAKERS

MAINTAIN REGULAR, FREQUENT

CONTACT WITH DECISION MAKERS

ASSISTING IN THE MANAGEMENT

PROCESS

STRUCTURE TO ORGANISATIONS

ASSIST TO EMPLOYEES IN

PERFORMING BETTER ARTICULATE THE GOALS

WHY IS POWER REQUIRED?


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COERCIVE POWER

LEGITIMATE POWER

REWARD POWERREFERENT POWER

EXPERT POWER

TYPES OF POWER


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COERCIVE POWER

Coercive power is the

ability of a manager to

force an employee to

follow an order by

threatening the employee

with punishment if the

employee does not complywith the order.


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LEGITIMATE POWER

Legitimate power is

power you derive fromyour formal position or

office held in the

organization's

hierarchy of authority.


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Example oflegitimate power• The president

a corporationhas certain

powers becaus

of the office heholds in the

corporation.


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REWARD POWER

Reward power is simply the

power of a manager to give

some type of reward to anemployee as a means to

influence the employee toact.

Rewards can be

• Tanible


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Tangible rewards are physical things like

Monetary awards,

wage or salary increases,

bonuses, plaques,Certificates, medals

gifts.


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Intangible rewards are not physical things, but can be

more effective like

Praise,

Positive feedback, Recognition,

More responsibility including

a rise in status,

Well-timed 'thank-you’.


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REFERENT POWER

Referent power is power of anindividual over the Team or

Followers, based on a high level of

identification with, admiration of, or

respect for the powerholder/ leader.


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Examples of referent power are

Nationalism,

patriotism,

celebrities,mass leaders,

widely-respected people.


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EXPERT POWER

Expert power is power based upon

employees perception that a manager or

some other member of an organization

has a high level of knowledge or aspecialized set of skills that other

employees or members of the organization

do not possess.


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Example for expert power


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POSITIVE EFFECTS OF POWER

Leadership responsibilitiesOrganizational and personal goals

Inspire commitment

Creativity

Reduction of bureaucratic obstacles


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NEGATIVE EFFECTS OF POWER

Bully Bosses

l


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Manipulator

S lh


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Sexual harassment


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WHAT IS CONFLICT?

Conflict is a condition that exists

anytime two or more people disagreeover an issue or situation.


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WHAT IS WORKPLACE CONFLICT?

Workplace conflict is disagreement or

opposition between/among individuals,

teams or departments in anorganisation.

Conflict is a natural phenomenon,neither inherently good or bad, but

there may be positive or negative

outcomes.


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VIEWS ABOUT CONFLICT

Three Views of Conflict

Traditional View2. Human Relations View

3. Interactionist View


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THE TRADITIONAL VIEW

This approach assumes that all

conflicts hamper performance.

Conflicts occur due to poor

communication, lack of openness and

trust between people, and the failureof managers to be open to their

employees.


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THE HUMAN RELATIONS VIEW

This approach assumes that conflicts

occur naturally in all groups and

organizations.

It is natural and cannot be avoided,

hence it should be accepted.

It cannot be removed and it may play

a role in group performance.


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THE INTER-ACTIONIST VIEW

This approach encourages conflict

because it believes that a peaceful and

cooperative group may becomeconstant and may not respond to the

need for change and innovation.

Group leaders should maintain

sufficient conflict so that the group

remains creative and self-critical.


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LEVELS OF CONFLICT

Conflicts can be at

Intrapersonal level (conflict within

the individual)

Interpersonal level (individual to

individual conflict)

Inter-group level

Inter-organizational level


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INTRAPERSONAL CONFLICT

These conflicts involve the individual alone. It can be of three types (Schermerhorn et al, 2002):

Approach – approach conflict: It occurs when a person has tochoose between two positive and eually attractive alternatives.

!or e"ample, choosin# between promotion in the or#ani$ation ora new %ob with another firm. Avoidance – avoidance conflict: It occurs when a person has to

choose between two ne#ative and eually unattractivealternatives. !or e"ample, to ma&e a choice between acceptin# a %ob transfer to another town or have the employment terminated.

Approach – avoidance conflict: It occurs when a person has tochoose between somethin# that has both positive and ne#ativeresults. !or e"ample, acceptin# or not acceptin# a %ob with ahi#her pay but with increased responsibilities that demand a lotof personal time.


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INTERPERSONAL CONFLICT

It occurs between two or

more individuals who areagainst one another.


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INTER-GROUP CONFLICT

It occurs among members

of different teams or

groups

INTERORGANIZATIONAL


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INTER-ORGANIZATIONAL

CONFLICT

It occurs due to competition

and rivalry between firms

that operate in the same

markets


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CAUSES OF CONFLICT

MisunderstandingsPersonality clashesCompetition for resources Authority issuesLack of co-operationDifferences of opinionLow performance Values or goal differences


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TYPICAL RESPONSES TO CONFLICT

Fight it out

Pretend to agree

Try to find common ground

Admit that you are wrongTurn the conflict into a joke

Work toward a mutually agreeable solution


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ADVANTAGES OF CONFLICT

Helps to raise and address problems. Energizes work to be on the most appropriateissues.

Helps people "be real", for example, it motivates

them to participate.Helps people learn how to recognize and benefitfrom their differences.

Improves communication


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DISADVANTAGES OF CONFLICT

Lost work time and productivity

Lost employees / high turnover

Damage to organization reputation

Sabotage, theft, damageLowered job motivation

Health costs due to stress

Legal costs due to litigation


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CONFLICT MANAGEMENT

STYLES

Force

Avoidance

AccommodationCompromise

Collaborative


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CONFLICT MANAGEMENT

STYLES (CONT)

1. Force – It is a victory achieved due to force, superior skill, ordomination of one party. It is a win-lose situation.

2. Avoidance – In avoidance, every one shows that the conflictdoes not really exist and hopes that it will finish.

3. Accommodation – It involves hiding the differences betweenthe conflicting parties and showing areas of agreement.

4. Compromise – It occurs when each party gives up

something for the sake of the other. No party is fully satisfied.

5. Collaboration – It involves appreciation by all conflictingparties that something is wrong and needs attention.


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CONFLICT MANAGEMENT

STYLES (CONT) Approach Objective Your Posture Supporting Rationale Likely Outcome

Forcing Get your ay! "# kno hat$s right!%on$t &uestion my

ju'gment orauthority!(

#t is better to riskcausing a )e har')eelings than toaban'on a position

you are committe'to!

You )eel vin'icate'*but other party )eels'e)eate' an'possibly humiliate'!

Avoi'ing Avoi' having to 'ealith con)lict!

"#$m neutral on thatissue! Let me thinkabout it!(

%isagreements areinherently ba'because they createtension!

#nterpersonalproblems 'on$t getresolve'* causinglong+term )rustrationmani)este' in avariety o) ays!

Accommo'ating %on$t upset the otherperson!

",o can # help you)eel goo' about thisencounter- .yposition isn$t soimportant that it isorth risking ba')eelings beteen us!(

.aintainingharmoniousrelationships shoul'be our top priority!

Other person is likelyto take a'vantage o)you!


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CONFLICT MANAGEMENT STYLES (CONT)

Approach Objective Your Posture Supporting Rationale Likely Outcome

/ompromising Reach anagreement &uickly!

"Let$s search )or amutually agreeablesolution!(

Prolonge' con)licts 'istractpeople )rom their ork an'engen'er bitter )eelings!

Participantsbecomecon'itione' toseek ane0pe'ient*

rather thane))ectivesolution!

/ollaborating Solve the problemtogether!

"1his is my position!2hat is yours- #$mcommitte' to )in'ing thebest possible solution!(

1he positions o) both partiesare e&ually important3though not necessarilye&ually vali'4! 5&uality

emphasis shoul' be place'on the &uality o) the outcomean' the )airness o) the'ecision+making!

Participants)in' ane))ectivesolution!


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power and conflict ppt

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