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CONFLICT RESOLUTION AND CONFLICT RESOLUTION AND GENERAL MANAGEMENT GENERAL MANAGEMENT

MBA 5192MBA 5192

RAJ BASURAJ BASUVice-President for Academic AffairsVice-President for Academic Affairs

OSU-TulsaOSU-Tulsa

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ORGANIZATIONAL ORGANIZATIONAL POWERPOWER

The potential to influence the behavior of The potential to influence the behavior of others and the ability to resist unwanted others and the ability to resist unwanted influenceinfluence

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SOURCES OF POWERSOURCES OF POWER

Legitimate AuthorityLegitimate Authority Ability to rewardAbility to reward Coercive authorityCoercive authority Expert powerExpert power Referent powerReferent power Networks and AlliancesNetworks and Alliances Structural Location Structural Location

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DEVELOPING REWARD DEVELOPING REWARD POWERPOWER

Praise and reward frequentlyPraise and reward frequently Reward the deserving onlyReward the deserving only Be consistent in the distribution of rewardsBe consistent in the distribution of rewards Do not underestimate the power of Do not underestimate the power of

intangible rewardsintangible rewards

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DEVELOPING COERCIVE DEVELOPING COERCIVE POWERPOWER

Walk softly and carry a big stickWalk softly and carry a big stick Do not misuse or over use coercive powerDo not misuse or over use coercive power Be consistent in the use of coercive powerBe consistent in the use of coercive power Use coercive power in private, and reward Use coercive power in private, and reward

power in publicpower in public

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DEVELOPING EXPERT DEVELOPING EXPERT POWERPOWER

Gain valued knowledge and expertiseGain valued knowledge and expertise Establish yourself as a resource for othersEstablish yourself as a resource for others Share your expertise generouslyShare your expertise generously Stay ahead of the learning curveStay ahead of the learning curve

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DEVELOPING REFERENT DEVELOPING REFERENT POWERPOWER

Understand people’s needs, interests, and Understand people’s needs, interests, and problemsproblems

Genuinely respect mutual differencesGenuinely respect mutual differences Invite reciprocal influenceInvite reciprocal influence Do not make illegitimate demandsDo not make illegitimate demands Empower to gain power Empower to gain power

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DEVELOPING NETWORKS & DEVELOPING NETWORKS & ALLIANCESALLIANCES

Establish credibility and expertiseEstablish credibility and expertise Develop a reputation for wisdom and fairnessDevelop a reputation for wisdom and fairness Prove your loyalty and trustworthiness to peopleProve your loyalty and trustworthiness to people Consistently build your creditsConsistently build your credits Find powerful mentorsFind powerful mentors Keep your manager informed of your Keep your manager informed of your

achievementsachievements Complement your manager’s styleComplement your manager’s style

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ADVANTAGES OF ADVANTAGES OF NETWORKS & ALLIANCESNETWORKS & ALLIANCES

Increased access to resourcesIncreased access to resources Greater autonomy and decision-making Greater autonomy and decision-making

latitudelatitude Greater political and moral support Greater political and moral support

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DEVELOPING STRUCTURAL DEVELOPING STRUCTURAL POWERPOWER

Seek mission critical responsibilitiesSeek mission critical responsibilities Seek jobs with high Seek jobs with high CentralityCentrality Seek responsibilities that allow control over Seek responsibilities that allow control over

resourcesresources Have access to important informationHave access to important information

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RESPONSES TO POWERRESPONSES TO POWER

Coercive Power: ResistanceCoercive Power: Resistance Legitimate, Reward Power: ComplianceLegitimate, Reward Power: Compliance Expert, Referent Power: InternalizationExpert, Referent Power: Internalization

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Successful Long-term Power Successful Long-term Power UsersUsers

Have a high need for using power for the good of Have a high need for using power for the good of othersothers

Approach relationships with a communal orientationApproach relationships with a communal orientation Focus on needs and interests of othersFocus on needs and interests of others

belief in justice altruism

belief in the authority system

preference for work & discipline

Creating & Sustaining High Creating & Sustaining High Performance TeamsPerformance Teams

Learning ObjectivesLearning Objectives

Teams, their uses, and impact on individual Teams, their uses, and impact on individual behavior behavior

Process of team developmentProcess of team development Factors Affecting Team PerformanceFactors Affecting Team Performance Team Decision-making TechniquesTeam Decision-making Techniques Management of teams and meetingsManagement of teams and meetings

TeamsTeams

A relatively small number of people A relatively small number of people with complementary skills, sharing a with complementary skills, sharing a common perception of belonging, who are common perception of belonging, who are committed to a common mission, committed to a common mission, performance goals, and mutual performance goals, and mutual accountabilityaccountability

Individual TeamGroup

Group--a collection of people having a common interest or objective (emphasizes individual performance and accountability)

Groups v TeamsGroups v Teams

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Advantages of TeamsAdvantages of Teams

Higher quality decisionsHigher quality decisions Larger array of alternativesLarger array of alternatives Greater legitimacy of decisions madeGreater legitimacy of decisions made Meets social needs of employeesMeets social needs of employees

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Disadvantages of TeamsDisadvantages of Teams

Physical and temporal challengesPhysical and temporal challenges Ambiguous responsibilityAmbiguous responsibility Risky shiftRisky shift Pressure to conformPressure to conform GroupthinkGroupthink

When to Use TeamsWhen to Use Teams

Consistent with organizational cultureConsistent with organizational culture Focus on team product/performanceFocus on team product/performance InterdependenceInterdependence Effectiveness over efficiency (time)Effectiveness over efficiency (time)

Stages of Team DevelopmentStages of Team Development

FormingForming StormingStorming NormingNorming PerformingPerforming

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Sources of Conflict in TeamsSources of Conflict in Teams

Incongruent goals / Role ambiguityIncongruent goals / Role ambiguity Ideological differencesIdeological differences Role overloadRole overload Resource scarcityResource scarcity Individual differencesIndividual differences Individual reward structureIndividual reward structure

Factors Affecting PerformanceFactors Affecting Performance

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Team-Organizational Goal Compatibility

Team Cohesion

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Factors Affecting Compatibility Factors Affecting Compatibility

Organizational VisionOrganizational Vision Socialization Socialization Performance-based rewardsPerformance-based rewards

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Factors Affecting CohesionFactors Affecting Cohesion

Well defined expectationsWell defined expectations Member InterestMember Interest IncentivesIncentives StabilityStability HistoryHistory SizeSize

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Team Decision-Making Team Decision-Making TechniquesTechniques

Dialectical InquiryDialectical Inquiry Nominal Group Training (NGT)Nominal Group Training (NGT)

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Dialectical InquiryDialectical Inquiry

State and clarify problemState and clarify problem Appoint a Devil’s AdvocateAppoint a Devil’s Advocate Remaining members generate solutionsRemaining members generate solutions Devil’s Advocate evaluates solutionsDevil’s Advocate evaluates solutions Members regenerate solutionsMembers regenerate solutions Steps are repeated till consensus Steps are repeated till consensus

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Nominal Group TechniqueNominal Group Technique

State and clarify problemState and clarify problem Members record solutions independentlyMembers record solutions independently Leader writes solutions on boardLeader writes solutions on board Team discusses solutionsTeam discusses solutions Members rank solutionsMembers rank solutions Average ranking implementedAverage ranking implemented

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Sources of Problems in Team Sources of Problems in Team MeetingsMeetings

Unnecessary meetingUnnecessary meeting Unclear objectivesUnclear objectives Poor organizationPoor organization Poor process managementPoor process management Inappropriate size Inappropriate size

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Effective Management of Team Effective Management of Team MeetingsMeetings

Deciding when or if to convene a meetingDeciding when or if to convene a meeting Deciding whom and how many to inviteDeciding whom and how many to invite Preparing for the meetingPreparing for the meeting Managing dynamics during the meetingManaging dynamics during the meeting

Managerial GuidelinesManagerial Guidelines Outline the mission and goals of the team

(issue a performance challenge) Make an explicit link between individual

and team performance Build a sense of common fate

Managerial GuidelinesManagerial Guidelines

Allow for conflict, but manage itAllow for conflict, but manage it Make sure appropriate norms are Make sure appropriate norms are

establishedestablished Make sure key roles are filledMake sure key roles are filled Take opportunities to bond the teamTake opportunities to bond the team Give it time, do not rush to performance! Give it time, do not rush to performance!

(long-term endeavor)(long-term endeavor)

Performance-ready TeamPerformance-ready Team

Well developed sense of purposeCohesive RelaxedTeam members listen to one anotherHigh degree of participation Conflict is focused on issues