HRM 601 Organizational Behavior

1. HRM 601 Organizational Behavior Session 10 Power and Conflict

2. Influence, Power, & Politics • Influence -- This refers to the outcome of an attempt to change someone’s behavior or attitude • Power -- This refers to the means by which the influence is accomplished. • Politics -- The pursuit of self-interest in an organization to protect or further either individual or organizational goals.

3. Influence Tactics • Rational persuasion -- use of logic • Emotional appeals -- use of values, loyalty, fear • Exchange -- use of rewards • Norms -- use of traditions, policies

4. Position Power • Legitimate: Power derived from a person’s position of authority in an organization • Reward: Power derived form the ability to provide positive outcomes • Coercive: Power derived from the ability to administer punishments

5. Individual Power • Information: Power derived access to information that is important to others in the organization • Expert: Power derived from an individual’s superior skills or abilities in an area values by the organization • Referent: Power derived from the extent to which an individual is well liked and admired by others.

6. Resource Dependency Model Important Resources Engineering Production Personnel Unimportant Resources Controlled resource Needed resource

7. Strategic Contingencies Model Substitutability Scarcity Unit Power Uncertainty Centrality

8. Political Tactics • Controlling access to information • Building a favorable impression • Building a support base — Politics as the art of clout or gathering debts owed • Blaming and attacking others • Networking

9. Political Action Occurs • When scarce resources are at stake • When there are conflicting interests • When uncertainly or ambiguity exists

10. Common Ethical Dilemmas • Employee conflict of interest • Where to draw the line in accepting favors or gifts • Sexual harassment • Personnel decisions based on favoritism

11. Causes of Unethical Choices • Gain or greed • Role conflict • Competition • Organizational culture

12. Ethical Guidelines Ethical 3 Activity meets standards of fairness Yes 2 Political activity respects rights of stakeholders 1 Yes No Tactics promote purely selfish interests No No Unethical Behavior Yes

13. Organizational Conflict • A process that occurs when a person or group believes that others have or will take action that is at odds with their own goals and interests.

14. Organizational Sources of Conflict Group Identification Differences in Power, Status, Culture Conflict Competition over Scarce Resources Ambiguity over Jurisdiction

15. Interpersonal Causes of Conflict Faulty Attribution Faulty Communication Conflict Competitive Reward Systems Personal Characteristics

16. Costs & Benefits of Conflict • Costs of Conflict • Negative emotions and stress • Stereotyping • Faulty decision making • Benefits of Conflict • Discussion of problems • Basis for change • Increase in motivation and loyalty

17. Managing Conflict • Bargaining & Negotiation -- the process in which the parties in dispute make offers and counter offers • Mediation and Arbitration -- third party intervention • Superordinate Goals --commonality is seen in goals and the solution is greater than either parties’ initial goal

18. Aspects of Bargaining • Framing the issue • Task orientation • Emotional orientation • Cooperative orientation • Orientation strategy • Win -- lose • Win -- win

19. Aspects of Mediation • Enlarging the pie • Logrolling • Cost cutting • Bridging