power politics and conflict

7/28/2019 Power Politics and Conflict

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POWER, POLITICS ANDCONFLICT


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AGENDA

To know how power is acquiredand how it is used?


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POW ER

P ower corrupts and absolute power corrupts absolutely

DO

ES IT ????


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Wh at is power? The potential ability to influence behaviour, to

change the course of events to overcome rsistanceand to get people to do things that they wouldotherwise not do

or

It refers to capacity that A has to influence thebehaviour of B, so that B acts in accordance Aswishes.

Essential Components of Power > Potentia l. It need not be actualized to be

effective.> Dependency. The greater the dependency of B

on A the greater the power of Ain relationship


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DEPENDENCY

Dependence is based on thealternatives that B perceives and theimportance that B places onalternatives that A controls.

A person can have power over you only if he / she controls something you desire.


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CLASSIFICATION OF POWER

Reward Power Coercive Power Legitimate Power

Referent Power Expert Power


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RE W ARD POW ER

Source of power depends on theperson having the ability and resourcesto reward others.

These could be pay increase, bonus,promotion, recognition, praise and so on .

It must be perceived by recipient If receiver does not value then giver doesnot have power.


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COERCIVE POWER

Source of power depends on fear.Fear of punishment looms large.Source can inflict punishment or aversive consequences.Makes threats and recipient believesthese to be true.It has negative impact on inter personalrelationships.Power eroded by legality and unions.Much of the organizational behaviour

is explained by this power thanreward.


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L EGITIMATE POW ERStems from internalized values of other persons giving legitimate rightto the agent to influence them.

Receivers feel that they have obligationto accept the power.Closely aligned to Reward and Coercive.Profession / expert field related i.e.finance manager or toughest member of street gang.


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LEGITIMATE POWER(CONTD)

Power enjoyed by the familymembers.Vested authority/delegated

authority chairman.Confusion of lawful command.


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REFERENT POWER

Comes from desire of other person toidentify with agent wielding power.

Other person gets attracted to thepersonality and has personalcharacteristics .Emotional influence .

Stars in advertisements Otherspermit them the power to influence .Seasonal power Basketball season.Although exceptions - Yes.


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EXPERT POWER

Based on the extent to which others

attribute knowledge and expertise onpower seeker.

But only in certain areas such power hasmeaning.Agent be trustworthy and relevant.Trust from knowledge -- Cricket coach.However, expert on any subject due touniversal credibility .This power highly selective.


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INFLUENCEABILITY OF TARGETS OFPOWER

Power two- way traffic.

Characteristics of Targets for Influenceabilty1. Dependency . Greater the dependency on agent

greater the influence.2. Uncertainty . More uncertainty of behaviour

more influence.

3.Personality .Target more anxious and inneed of affiliation, more likely to be influenced. Yet self-esteem and influence do not go together.

4. Gender . Earlier ladies more influenced, nowscene changing.


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INFLUENCEABILITY OF TARGETS OFPOWER

(CONTD )

5. Age Children yes, then

defiance as they grow andthen set down.6. Culture. Western culture

individuality, dissent, diversity.

Asian Region cohesiveness,agreement and uniformity .


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POLITICAL IMPLICATIONS OF POWER

Companies are always engaged in

internal political struggles, infightingand so on .THEREFORE, POWER ANDPOLITICS ARE CLOSELY RELATED


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ORGANIZATIONAL POLITICSOrganizational politics involvesintentional acts of influence to enhanceor protect self interest of individuals or groups .

Endless challenges to achieve aworkable balance betweenemployees and self interest and that of organization.political behaviour becomes negativeforce when self interest over ridesorganizational interest.

POLITICAL MANEUVERING IS TRIGGEREDPRIMARILY BY UNCERTAINTY.


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SOURCES OF UNCERTINITY INORGANIZATION

Unclear objectives.Vague performance measures .

Ill-defined processes.

Strong individual and groupcompetitions and comparisons .Any type of change.Imbalance between employeesself-interest and organizationalinterest


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POLITITICAL TACTICS

Attacking or blaming others Scapegoat syndrome.Using information as a political tool With holding or distorting information .Creating favourable images-Taking credit of others and drawing attentionto self.

Developing a support base-G etting prior approval for a decision, building others commitment to decisions.


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CONTD.

Praising others- apple polishing.

Forming power coalitions with strongallies - Team with powerful people for results.

Associating with influential people B uilding a support network within and outside

organization .Creating obligations( Reciprocity) I did this for you , you do this for me.

TACTICS CAN B E ACTIVE OR PROACTIVE


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METH D T MANA EORGANIZATIONAL POLITICS

Clarify bases and processes for evaluation .

Differentiate rewards between high and lowperformance.

Ensure reward immediately and directly.Reward be related to performance.No dole.Minimize resource competition amongmanpower.Replace resource competition with workoriented goals and objectives.

Divide and rule


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CONFLICT

Conflicts (Fights, wars, riots) etc

Inevitable in any organization.Managers confront more subtle and non-violent conflicts I.e., arguments, criticism,disagreements and so on.At two level inter-personal and inter-group.

Perceived disagreements.Incompatible attitudes, motives,perceptions etc .Characterized by scarcity, opposition and

blockage.


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CONTD

No conflict apathy, lack of creativity,indecisions and missed deadlines.

However, excessive conflict erodesorganizations performance because of political infighting, dissatisfaction, lack of

teas work and turn over.


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SITUATIONS PRODUCING CONFLICTS

Incompatible personalities or value systemsOverlapping or unclear jobs.

Comparisons with limited resources.Inadequate communication.Inter-dependent task, one person cannotcomplete his task till other has completed.


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CONTD

Organizational/hierarchical layers - toomany.Unreasonable and unclear policies,standards and rules.Unrealistic deadlines and extreme timepressure.

Collective decision making more numbersmore conflictUnmet expectationsUnresolved or suppressed conflicts.


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TYPES OF CONFLICTS

FunctionalIt supports goal of organization and

improves performance. It benefits or supports main purpose of organization.Opens up an issue in confronting manner .Develops clarification of issue.

Improves problem solving quality .Increases involvement.Initiates growth.Strengthens a relationship when creativelyresolved.

Helps increase production


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CONTD .

Dysfunctional

It hinders organizational performance.

o Diverts energy from main task .o Demoralizes.o Deepens differences.o Obstructs coop action

o Produces irresponsible behaviour .o Creates suspicion and distrusts.o Decreases productivity


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COFLICT RESOLUTION

Problem Solving Face to face meeting of conflicting parties, to identify problem and resolveby discussion.Subordinating Goals - Creating a goal thatcannot be attained without coop of each of conflicting parties .

Expansion of Resources Money, manpower,office space etc.Avoidance - Withdrawal from or suppression of conflict


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CONTD.

Smoothing Face to face meeting of conflicting parties, to identify problem andresolve by discussion.Compromise - Bargaining till solution found. .Authoritative Command Management usesformal authority resolve and convey to conflictingparties.Altering Human Variables Using behaviour techniques and HR practicesAltering Structural Variables Communicationsystem, organization tree, and creation of coord teams


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CONFLICT STIMULATION TECHNIQUE

Communication Using ambiguous andthreatening messages to increase conflict level.

Bringing Outsider Adding employees to agroupwhose background, values, attitudes or managerialstyles differ.Restructuring Organization Realigning workgroups, altering rules and regulations, increasinginterdependence and causing ripples.Appointing Devils Advocate .- Designating acritic to purposely argue against majority positionheld by a group.


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power politics and conflict

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