Organizational power, politics and conflict

12/05/2008

Organizational power

Definition of organizational power Sources of power Powerless and empowerment Inter-departmental power Power tactics

1.Definition

Organizational power: A capacity that A has to influence the behavior of B so that B does things he or she would not otherwise do (pp.217)

The potential to influence others People have power they dont use and may not know they possess Power requires one persons perception of dependence on another person

The Dark Side of Power and Politics

people associate power and politics with attempts to use organizational resources for personal advantage and to achieve personal goals at the expense of other goals.

The Bright Side of Power

Improve decision making quality Promote change Encourage cooperation Promote new organizational goals

2.Sources of Power
5 category classification scheme by French & Raven

Reward Power
Salary, Bonus, Promotion

Coercive Power Forcing someone to do something Legitimate Power Based on position; mutual agreement Referent Power Based on interpersonal attraction Expert Power Based on knowledge or info value

3. Empowerment

Powerlessness: a real or perceived state of having little or no power.

Is power given or self-built?

Delegation with clear boundaries

A process of risk taking and accountability An environment that encourages people to take calculated risk and accountability in decisions

4.

Inter-departmental power

Inter-departmental power (horizontal)

Dependency

The power of department A over department B is greater when department B depends on A. Departments that generate income for an organization have greater power. Centrality reflects a departments role in the primary activity of an organization. One measure of centrality is the extent to which the work of the department affects the final output of the organization.

Financial resources

Centrality

Inter-departmental power (horizontal)

Nonsustainability

If an employee cannot be easily replaced, his or her power is greater.

Coping with uncertainty

Departments that reduce the uncertainty for the organization will increase their power; i.e. technological developments for IT Departments.

5.Power tactics

ways in which powerholder translate power basis into specific actions

Reason:logical or rational presentation friendliness:use of flattery,creation of goodwill, acting humble,friendly prior to making a request coalition:getting others support to back up bargaining:negotiation through favors exchange assertiveness: use of a direct & forceful approach such as demanding compliance with request higher authority:gaining the support of higher sanction

Organizational politics
1.Definition

Politics is the application of power building and using influence towards intended purposes and desired outcomes. Constructive politics is where organizational interest comes before personal interest. Its also conducted within good ethical standards Destructive politics is where personal or subgroup interest comes before organizational interest or is simply building personal empire. It is conducted without regards to ethical standards

Organizational politics
2.Domains of political activity

Structural change Inter-departmental coordination Resource allocation Management succession

Organizational Conflict

Organizational Conflict

The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block each others efforts to achieve their objectives. Conflict is inevitable given the wide range of goals for the different stakeholder in the organization.

Lack of conflict signals that management emphasizes conformity and stifles innovation. Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

The Effect of Conflict on Organization Performance

Figure 16.1

Sources of Conflict

Figure 16.3

Sources of Conflict

Incompatible Goals and Time Horizons

Different groups have differing goals and focus. Two or more managers claim authority for the same activities which leads to conflict between the managers and workers. One member of a group or a group fails to finish a task that another member or group depends on, causing the waiting worker or group to fall behind.

Overlapping Authority

Task Interdependencies

Sources of Conflict

Incompatible Evaluation or Reward Systems

A group is rewarded for achieving a goal, but another interdependent group is rewarded for achieving a goal that conflicts with the first group.

Scarce Resources

Managers can come into conflict over the allocation of scare resources. Some individuals and groups have a higher organizational status than others, leading to conflict with lower status groups.

Status Inconsistencies

Conflict Management Strategies

Functional Conflict Resolution

Handling conflict by compromise or collaboration between parties.

Compromise: each party is concerned about their goal accomplishment and is willing to engage in give-andtake exchange to reach a reasonable solution. Collaboration: parties try to handle the conflict without making concessions by coming up with a new way to resolve their differences that leaves them both better off.

Managers also must address individual sources of conflict.

Conflict-management style

Conflict Management Strategies (cont..)

Strategies Focused on Individuals
Increasing awareness of the source of conflict Increasing diversity awareness and skills Practicing job rotation or temporary assignments Using permanent transfers and dismissals when necessary Can conflict source can be found and corrected? Older workers may resent younger workers, or experience cultural differences. Provides a good view of what others face. Avoids problem interactions.

Conflict Management Strategies (cont)

Strategies Focused on The Whole Organization
Changing the structure of the organization Increasing the levels of integration in the organization Changing the organizations culture Shifting from a functional structure to a product structure as the organization increases in size. Using cross-functional teams to resolve conflicts between departments. Taking steps to change dysfunctional norms and values to reduce conflict and refocus the organization on effective goals. If conflict is due to overlapping authority, managers can fix the problem at the source.

Altering the source of the conflict