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Interpersonal Behavior

Conflict, Power and
Organizational Politics
A MANAGEMENT 12 – ORGANIZATIONAL BEHAVIOR REPORT
GROUP 3: MEJOS ● SARIP ● DIPATUAN ● BLANCO ● LIGUE

REPORT OUTLINE


Conflict in Organizations

The Nature of Conflict

Levels of Conflict

Sources of Conflict

Effects of Conflict

A Model of Conflict

Al Jay Mejos
Hayanisah Sarip
Nuruddin Dipatuan

Assertive Behavior

Facilitating Smooth Relations

Stroking

Power and Politics

Types of Power

Effects of Power Bases

Organizational Politics

Influence and Political Power

Summary
Q&A Portion

Al Jay Mejos
Lady Ann Ligue

Conflict in Organizations

The Nature of Conflict

Levels of Conflict

Sources of Conflict

Effects of Conflict

A Model of Conflict

Assertive Behavior

Facilitating Smooth
Relations

Stroking

Power and Politics

Types of Power

Effects of Power Bases

Organizational Politics

Influence and Political
Power

Summary

Q&A Portion

Executives can’t simply hope that
collaboration will spontaneously occur in the
right places at the right time in their
organizations.

- Rob Cross, Jeanne Liedtka and Leigh Weiss

Conflict in Organizations

The Nature of Conflict

Levels of Conflict

Sources of Conflict

Effects of Conflict

A Model of Conflict

Assertive Behavior

Facilitating Smooth
Relations

Stroking

Power and Politics

Types of Power

Effects of Power Bases

Organizational Politics

Influence and Political
Power

Summary

Q&A Portion

The Nature of Conflict

Conflict is an interpersonal process that
arises from disagreements over the goals
to attain, the methods to accomplish
these goals, or even the tone of voice
used as people express their positions.

Conflict can occur within an employee,
between individuals or groups, and
across organizations as they compete.

Conflict in Organizations

The Nature of Conflict

Levels of Conflict

Sources of Conflict

Effects of Conflict

A Model of Conflict

Assertive Behavior

Facilitating Smooth
Relations

Stroking

Power and Politics

Types of Power

Effects of Power Bases

Organizational Politics

Influence and Political
Power

Summary

Q&A Portion

The Nature of Conflict  Other sources of Conflict: Interdependence  Ambiguity of Roles  Policies and Rules  Personality Differences  Ineffective Communications  Competition over Scarce Resources  Personal Stress  Attitudes  Beliefs  Experiences   Task  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

 Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . such conflicts develop from failures of communication or differences in perception. group loyalties and competition for resources. In some instances. improve their image and undermine the other. Interpersonal Conflict is the level of conflict that occurs between two or more persons affecting their emotions. It creates the need to preserve one’s self-esteem and selfimage from damage by others. It arises from different viewpoints. it may happen due to conflicting expectations both from inside and outside the person. Intergroup Conflict happens when two groups compete for limited resources so much so that they try to gain power.Levels of Conflict  Recall: Role Conflict – different role expectations  Role Ambiguity – lack of clarity over how to act    Intrapersonal Conflict is the level of conflict that occurs within oneself.

the routes to take and their likely success. Threats to Status   People hold differing views over the direction to go.  Contrasting Perceptions  People perceive things differently as a result of their prior experiences and expectations.Sources of Conflict (8)  Organizational Change   People also hold different beliefs and adhere to different value systems. face-saving (the drive to protect one’s self-image) becomes a powerful driving force as a person struggles to maintain a desired image. Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . Different Sets of Values    When one’s status is threatened. the resources to be used and the probable outcomes.

empathy.  Difficult Tasks  In circumstances where people experience difficult situations like lay-offs. yet many organizations report that they are being torn apart by rudeness and a lack of “common” courtesy. negative performance reviews and disciplinary actions. Personality Clashes    Mutual respect. Incivility   Trust takes time to build. but it can be destroyed in an instant. Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . personnel firing due to underperformance. some employees strike back orally or physically. and caring are the glues that hold work groups together.Sources of Conflict (8)  Lack of Trust   Some people simply rub us the wrong way. and we cannot necessarily explain why.

but this is limited view.  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . In fact if all conflict with co-workers is avoided. each party is likely deprived of useful information about the other’s preferences and views.Effects of Conflict   Conflict is often seen by participants as destructive.

A Model of Conflict  The possible outcomes of conflict: Four possible Intentions of participants Win Win-Lose Win-Win Individual A’s outcome Lose   Lose-Lose Lose-Win Lose Win Individual B’s outcome Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . Lose-Win – a situation in which one person (individual A) is defeated while the other one (Individual B) is victorious. with B losing to A. Win-Win – both parties perceive that they are in a better position than they were before that conflict began.  Win-Lose – the situation is reversed.A Model of Conflict      The possible outcomes of conflict: Four possible Intentions of participants  Lose-Lose – depicts a situation in which a conflict deteriorates to the point that both parties are worse off than they were before.

A Model of Conflict   Participant intentions – conflict outcome are a product of the participants’ intentions. as well as their strategies. Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .   Resolution strategies – intentions help participants select their strategies.

 Smoothing – accommodating the other party’s interests.A Model of Conflict   Five resolution strategies:  Avoiding – physical or mental withdrawal from the conflict.  Compromising – searching for middle ground or willing to give up something in exchange for gaining something else.  Confronting – facing the conflict directly and working it through to a mutually satisfactory resolution.  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .  Forcing – using power tactics to achieve a win.

A Model of Conflict   Confronting strategy can truly be viewed as a resolution approach.  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

2. asking for legitimate changes. 4.  5 Stages in Assertive Behavior: 1. Describe the behavior.Assertive Behavior   Assertive Behavior – is the process of expressing feelings. Empathize. Indicate consequences Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .  3. Offer problem-solving alternatives. 5. giving and receiving honest feedback. Express your feelings.

Facilitating Smooth Relations  Interpersonal orientations – it is a dominant way of relating to people. • I’m not Ok – You’re not OK  Types of Power Effects of Power Bases • I’m OK – You’re not OK.  Power and Politics  Summary  Q&A Portion .   Organizational Politics  Influence and Political Power • I’m OK – You’re OK.   Four possible interpersonal orientations: Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking • I’m not Ok – You’re OK.

Facilitating Smooth Relations   Facilitating Smooth Relations – states that good interpersonal relationships among co-workers and across organizations take time.  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . knowledge and skill. sensitiveness. and idiosyncrasies and then work to keep conflict under control and collaboration high among team members.  Interpersonal facilitation – it is the capacity to focus on others’ personal needs. effort.

and preferences  Monitoring other people’s degree of job involvement. interests. mood level. commitment. values. and satisfaction  Developing and applying their facilitative skills in a variety of social settings   Building  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .Facilitating Smooth Relations  Managers with well-developed interpersonal facilitation skills often engage in one or more of the following: on their emotional intelligence  Learning about co-workers’ personal lives  Making mental notes about employee dislikes.

Stroking  Stroking – is defined as any act of recognition for another.  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

Stroking 3 Types of Recognition: Physical • Verbal • Non-verbal contact between people  •  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

negative.  Negative strokes hurt physically or emotionally and make the recipient feels less OK about himself or herself. and they contribute to the recipient sense of being OK.Stroking   Strokes may be positive.  Unconditional strokes – these are presented without any connection to behavior.  Conditional strokes – these are offered to employees if they perform correctly and avoid problems.   Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .  Mixed strokes is the combination of both positive and negative strokes. or mixed: Positive strokes feel good when they are received.

Stroking  Probable Relationships of Interpersonal Orientations with Conflict Resolution Strategies and Behavior Interpersonal Orientation Conflict Resolution Strategy Probable Behavior I’m not Ok – You’re OK. Confronting Assertiveness   Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . Smoothing Non-assertiveness I’m OK – You’re not OK. Forcing Aggressiveness I’m OK – You’re OK. Avoidance Non-assertiveness I’m not Ok – You’re not OK.

It is earned and gained by leaders on the basis of their personalities.  Authority is the rightful or legitimate execution of power. activities.Power and Politics   Power is the ability to influence other people and events. and the situation in which they operate.  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . which could be gained through reputable ability or delegated by higher authority.

Types of Power   Personal Power  Expert Power  Legitimate Power  Reward Power  Coercive Power  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

comes from each leader individually.   Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . and a passionate belief in objectives that attract and hold followers.  They have a personal magnetism.  It is the ability of leaders to develop followers from the strength of their own personalities. charismatic power.Types of Power  Personal Power  which is also called referent power. an air of confidence. and power of personality.

  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . and experience. comes from specialized learning. so it is a important type of power in our modern technological society.Types of Power  Expert Power  which is also known as the authority of knowledge. training.  It depends on education.  It is power that arises from a person’s knowledge of and information about a complex situation.

  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .  It arises from the culture of society by which power is delegated legitimately from higher established authorities to others.Types of Power  Legitimate Power  which is also known as position power and official power.  It gives leaders the power to control resources and to reward and punish others. comes from higher authority.

 It arises from an individual’s ability to give pay raises.Types of Power  Reward Power  It is the capacity to control and administer items that are valued by another. or even make favorable work assignments.   Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . recommend someone for promotion or transfer.

  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . administer physical force.Types of Power  Coercive Power  It is the capacity to punish another.  Managers with coercive power can threaten an employee’s job security. or at least to create perceived threat to do so. make punitive changes in someone’s work schedule or at the extreme.

Effects of Power Bases  The five types of power are developed from different sources. coercive and legitimate power are essentially derived from one’s position in the organization.  Reward. but they are interrelated in practice.  Expert and personal power are within the person.   Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

Effects of Power Bases  Managers must be sensitive to how employees respond to the use of power bases.   Resistance Compliance Commitment Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

 attempts to influence others using discretionary behaviours to promote personal objectives   Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .Organizational Politics  Organizational Politics  refers to intentional behaviors that are used to enhance or protect a person’s influence and self-interest while also inspiring confidence and trust by others.

Organizational Politics  Four dimensions of political skill: socially astute Having interpersonal influence Creating useful networks Expressing sincerity  Being  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

They understand social interactions well and accurately interpret their behavior.Politically skilled individuals have an unassuming and convincing personal style that exerts a powerful influence on others around them. as well as the behavior of others.   Interpersonal Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .Organizational Politics  Four dimensions of political skill: astuteness . They are keenly attuned to diverse social settings and have high self-awareness.Individuals possessing political skill are astute observers of others.   Socially influence .

Organizational Politics  Four dimensions of political skill:   Networking ability – Politically skilled individuals tend to hold assets seen as valuable and necessary for successful personal and organizational gains.  Apparent sincerity . honest and forthright.  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . sincere.Politically skilled individuals appear to others as having high levels of integrity and being authentic. They are. or appear to be. and genuine.

3. Inventory your own resources to identify something of value you can offer. 7. 2. Learn about the other party's needs. 4.   Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . interests and goals. 6. Make the actual exchange that produces gain to both parties. 5. Decide what to ask for and what to offer. Assess your current relationship with the other person. Treat the other party as a potential ally.Influence and Political Power  Seven (7) steps to follow for increasing your influence: 1. Specify your objectives.

 Alliances .  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .”  Norm of reciprocity .Influence and Political Power   6 Tactics to gain political power:  Social exchange .two or more persons joint in a longer-term power group to get benefits that they mutually desire.where two people in a continuing relationship feel a strong obligation to repay their social "debts " to each other. When these trade-offs are successfully arranged. both parties get something they want. I'll do something for you.implies that “if you'll do something for me.

an aggressive tactic which aims to grab power from others.  Selective service .Influence and Political Power 6 Tactics to gain political power: with higher authority – special privilege to be recognized as a representative or spokesperson for the more powerful figure.giving service selectively to your supporters  Power plays .   Identification  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

  Networks .developing and maintaining contacts among a group of people with shared interest.   Networking Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .a common tactic to increase power wherein you join or form interest groups that have the same common objective.Influence and Political Power 6 Tactics to gain political power: . These networks operate on the basis of friendships and personal contacts. and may provide a meeting place for influential people.

 Apologies: Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action.the ability to protect their self-image while intentionally affecting another's assessment of them.Influence and Political Power  Impression management .    Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . Conformity: agreeing with another’s opinion to get their approval.  Excuses: Explanations of a predicamentcreating event aimed at minimizing the apparent severity of the predicament.

Acclamations: Explanation of favorable events to maximize the desirable implications for oneself. Flattery: Complimenting others on their virtues in an effort to make oneself appear perceptive and likeable Favors: Doing something nice for someone to gain that person’s approval Association: Enhancing or protecting one’s image by managing information about people and things with which one is associated.the ability to protect their self-image while intentionally affecting another's assessment of them.Influence and Political Power      Impression management .   Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .Influence and Political Power 10 Common Impression Management Strategies 1. Meeting one’s commitments. Solving a crisis. working extra long and hard. volunteering to help in time of need.  Engaging in appropriate (and/or edited) selfdisclosure.  Personal competence and high performance. Articulating your values and displaying highly ethical behavior. 2. 5. 4. 3.

pleading for pity. Attributing your own problems to other people or events. 10. being a “yes-person”). 7. covering up your deficiencies. Self-promotion based on results.  Exhibiting a favorable appearance that meets others’ expectations.Influence and Political Power 10 Common Impression Management Strategies 6. along with name-dropping. mimicry. Exaggerating your skills and achievements. Ingration activities (flattery.  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . claiming credit for work done by others. 9. 8.

 SUMMARY + QUESTION & ANSWER PORTION  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion .

as an iron tool makes iron sharp. As iron sharpeneth iron. (KJV) People learn from each other. so a man sharpeneth the countenance of his friend.Proverbs 27:17 Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . (EE)  .

those who relentlessly refuse to play the (politics) game win the organization’s trust and a reputation for integrity.Jack and Suzy Welch  Conflict in Organizations  The Nature of Conflict  Levels of Conflict  Sources of Conflict  Effects of Conflict  A Model of Conflict  Assertive Behavior  Facilitating Smooth Relations  Stroking Power and Politics  Types of Power  Effects of Power Bases  Organizational Politics  Influence and Political Power  Summary  Q&A Portion . In the long run. . though.

Interpersonal Behavior Conflict. Power and Organizational Politics A MANAGEMENT 12 – ORGANIZATIONAL BEHAVIOR REPORT GROUP 3: MEJOS ● SARIP ● DIPATUAN ● BLANCO ● LIGUE .

Power and Organizational Politics A MANAGEMENT 12 – ORGANIZATIONAL BEHAVIOR REPORT GROUP 3: MEJOS ● SARIP ● DIPATUAN ● BLANCO ● LIGUE .Interpersonal Behavior Conflict.