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  1. OUM – BBGO4103 Organisational Behaviour Chapter 15 Power, Politics and Conflicts Dr. Chai Bui Khiun 016 8912938 chaibkhiun@oum.edu.my

  2. OBJECTIVES 1. define power, dependence and tactics of power 2. discuss the contributing factors to political behavior 3. differentiate the perspectives of traditional, human relations and interactionist 4. discuss techniques that can minimise conflicts in organisations

  3. POWER • A phenomenon that enables an individual • to influence • to force others • to follow his/her individual’s wishes or requests • enable individuals (power holders) to perform tasks for the good of organisations • power can be abused

  4. DEPENDENCE • determines the degree of power an individual has on other people • the more dependence a person is on you, the more power you have over that person

  5. Basic Sources of Power • Individual personal characteristics • Individual expertise • Formal position (designation/role) • Reward • Coercion

  6. POWER TACTICS • seven tactical dimensions or strategies • (a) Reasons and Rationale • (b) Friendship • (c) Bargaining • (d) Force • (e) Reward and Punishment or Sanction • (f) Higher Authority • (g) Coalition

  7. POLITICAL BEHAVIOR INORGANISATION • individuals work hard to gain, maintain, and increase power in them • not something formal or specified by organisations in their employees’ job specifications • the existence of politics in organisations from both positive and negative perspectives.

  8. Factors Contributing to Political Behaviors • accidentally starts from the organisation’s own environment • organisational culture that encourage members to compete with low trust • management practice such as: (i) limited promotional opportunities (ii) excellent services award based on certain predetermined quotas. (iii) job division that encourages individuals to compete for light work loads, low risk task, and convenient locations close to own residence. (iv) job schedule that forces individuals to do things so that they will be selected to work at suitable times (usually employees avoid working at night) • employee performance appraisal system

  9. Factors Contributing to Political Behaviors • personalities contribute to the existence of political behavior in an organisation. • High self control • High self respect • Internal locus of control • Machiavellianism

  10. CONFLICT CONCEPT • The process where one party (A) sees that its interests are opposed or taken over by another party (B), and this has negatively affected or will be negatively affecting the first party (A) and not consistent with what it desires.

  11. Stages of Conflicts • Intrapersonal Conflict • Approach - Approach Conflicts • Avoidance - Avoidance Conflicts • Approach - Avoidance Conflict • Interpersonal Conflict • Intragroup Conflict • Intergroup Conflict

  12. CONFLICT PERSPECTIVE • Traditional View • Human Relations View • Interactionist View

  13. FUNCTIONAL CONFLICT COMPARED TODYSFUNCTIONAL CONFLICT • FUNCTIONAL CONFLICT • constructive conflict • supports and increases the objective achievement of a group or organisation • DYSFUNCTIONAL CONFLICT • destructive conflict • deters or lowers group or organisation's performance achievement • cause workplace aggression

  14. CONFLICT PROCESS

  15. Dimensions of intentions to handle conflict

  16. Conflict progression continuity

  17. Conflict Management Techniques • Problem Solving • Subordinate Objectives • Avoidance • Smoothing • Compromise • Authoritative command • Change human variables • Change structural variables

  18. Conflict StimulationTechniques • Communication • Bring outsider in • Restructuring organisation • Devil Advocate

  19. Effects • Effects of Functional Types • Effects of Dysfunctional Types

  20. Effects of Functional Types • increases decision making quality • stimulates creativity and innovation • encourages interest and curiosity among group members • acts as intermediaries where problems can be discussed • releases stress • encourages self evaluation environment and change • good remedy for groupthink • challenges status quo because it leads to creation of continuous new ideas • encourages reevaluation of objectives and group activities • increases the possibility that the group reacts to changes around them

  21. Effects of Dysfunctional Types • Uncontrolled conflicting opinions or misunderstanding can lead to • dissatisfaction which can lower cohesiveness • making the group less effective. • group functions can be stymied by conflicts, and can have the potential to threaten continuations or existence of the group

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