INTERPERSONAL BEHAVIORChapter Eleven

CHAPTER OBJECTIVES

To UnderstandThe Nature and

Types of ConflictConflict Outcomes

and Resolution Strategies

Different Personality Types

Assertive Behavior

Interpersonal Orientations and Stroking

Types of PowerOrganizational

Politics and Influence

Conflict In Organizations

THE NATURE OF CONFLICT

ConflictAn interpersonal process that arises

from disagreements over the goals to attain or the methods to be used to accomplish those goals

Conflict In Organizations

THE NATURE OF CONFLICT

Conflict can occur in any situation in which two or more parties feel themselves in opposition.

Conflict In Organizations

THE NATURE OF CONFLICT

Conflicts also arise due to task interdependence, ambiguity of roles, policies, and rules, personality differences, ineffective communications, the competition over scarce resources, personal stress, and underlying differences in attitudes, beliefs, and experiences.

Conflict In Organizations

THE NATURE OF CONFLICT

Knowledge and understanding of conflict and the methods for resolving it are important.

Conflict In Organizations

LEVELS OF CONFLICT

Intrapersonal Conflict Interpersonal Conflict Intergroup Conflict

Conflict In Organizations

SOURCES OF CONFLICT

Organizational change

Different set of values

Threats to status Contrasting

perceptions

Lack of trust Personality

clashes Incivility

Conflict In Organizations

EFFECTS OF CONFLICT

Advantages People are stimulated to search for improved

approaches that lead to better results. It energizes them to be more creative and to

experiment with new ideas. Once-hidden problems are brought to the

surface, where they may be confronted and solved.

Conflict In Organizations

EFFECTS OF CONFLICT

Disadvantages Cooperation and teamwork may deteriorate. At the individual level some people may feel

defeated, while the self-image of others will decline and personal stress levels will rise.

The motivation level of some employees will be reduced.

Conflict In Organizations

A MODEL OF CONFLICT

Conflict Outcomes Participant Intentions Resolution Strategies

Assertive Behavior

ASSERTIVENESS

AssertivenessThe process of expressing feelings,

asking for legitimate changes, and giving and receiving honest feedback.

Assertive Behavior

ASSERTIVENESS (Stages)

AssertivenessThe process of expressing feelings,

asking for legitimate changes, and giving and receiving honest feedback.

Describe the behavior.

Express your feelings.

Empathize.

Offer problem-solving alternatives.

Indicate consequences.

Assertive Behavior

INTERPERSONAL ORIENTATIONS

Interpersonal OrientationsDominant way of relating to people

Assertive Behavior

FACILITATING SMOOTH RELATIONS

Interpersonal FacilitationThe capacity to focus on others’

personal needs, sensitivities, and idiosyncrasies

Assertive Behavior

FACILITATING SMOOTH RELATIONS Building on emotional

intelligence Learning about co-workers’

personal lives Making mental notes about

employee likes and dislikes, values, interests, and preferences&

Assertive Behavior

FACILITATING SMOOTH RELATIONS

Monitoring other people’s degree of job involvement, mood level, commitment, and satisfaction

Developing and applying their facilitative skills in a variety of social settings

Assertive Behavior

STROKING

Any act of recognition for another

May be positive, negative, or mixed

Assertive Behavior

STROKING

Conditional Strokes Offered to employees if they

perform correctly or avoid problems

Unconditional Strokes Presented without any connection

to behavior

Assertive Behavior

STROKING

Interpersonal Orientation

Conflict Resolutio

n Strategy

Probable Behavior

I’m not OK — You’re not OK

AvoidanceNon-

assertiveness

I’m not OK — You’re OK SmoothingNon-

assertiveness

I’m OK — You’re not OK ForcingAggressivenes

s

I’m OK — You’re OKConfrontin

gAssertiveness

Power and Politics

POWER

The ability to influence other people and events

Power and Politics

Types of POWER

Personal Power Ability of leaders to develop

followers from strength of their own personalities

Power and Politics

Types of POWER

Legitimate Power Arises from the culture of society

by which power is delegated legitimately from higher established authorities to others

Power and Politics

Types of POWER

Expert Power Power that arises from a person’s

knowledge of and information about a complex situation

Power and Politics

Types of POWERReward Power The capacity to control and

administer items that are valued by another

Arises from an individual’s ability to give pay raises, recommend someone for promotion or transfer, or even make favorable work assignments

Power and Politics

Types of POWER

Coercive Power The capacity to punish another, or

at least to create a perceived threat to do so

Power and Politics

EFFECT OF POWER BASES

Resistance Commitment

Power and Politics

ORGANIZATIONAL POLITICS

Intentional behaviors that are used to enhance or protect a person’s influence and self-interest while also inspiring confidence and trust by others

Power and Politics

ORGANIZATIONAL POLITICS

Four Key Dimensions: Socially astute Interpersonal influence Networks Sincerity

Power and Politics

INFLUENCE AND POLITICAL POWER

Social exchange implies that… “if you’ll do something for me, I’ll

do something for you.” Relies on the powerful norm of

reciprocity in society, where two people in a continuing relationship feel a strong obligation to repay their social “debts” to each other

Power and Politics

INFLUENCE AND POLITICAL POWER

Tactic Used Example*

Social exchange

In a trade-off the chief engineer helps the factory manager get a new machine approved if the manager will support an engineering project.

Alliances The information system manager and the financial vice president work together on a proposal for a new computer system.

Identification with higher authority

The president’s personal assistant makes minor decisions for her.

*the following examples are used in the book

Power and Politics

INFLUENCE AND POLITICAL POWER

Tactic Used Example*

Control of information

The research and development manager controls new product information needed by the marketing manager.

Selective service

The purchasing manager selectively gives faster service to more cooperative associates.

Power and status symbols

The new controller arranges to double the size of the office, decorate lavishly, and employ a personal assistant.

*the following examples are used in the book

Power and Politics

INFLUENCE AND POLITICAL POWER

Tactic Used Example*

Power plays Manager A arranges with the vice president to transfer part of manager B’s department to A.

Networks A young manager joins a racquetball club.

*the following examples are used in the book