Power and Conflict Ppt
Transcript of Power and Conflict Ppt
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POWER AND POLITICS
IN AN
ORGANISATION
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WHAT IS POWER
Power refers to thepossession of authority
and influence over others.
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PROVIDING DIRECTIONGET FAST ACCESS TO DECISION
MAKERS
MAINTAIN REGULAR, FREQUENT
CONTACT WITH DECISION MAKERS
ASSISTING IN THE MANAGEMENT
PROCESS
STRUCTURE TO ORGANISATIONS
ASSIST TO EMPLOYEES IN
PERFORMING BETTER ARTICULATE THE GOALS
WHY IS POWER REQUIRED?
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COERCIVE POWER
LEGITIMATE POWER
REWARD POWERREFERENT POWER
EXPERT POWER
TYPES OF POWER
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COERCIVE POWER
Coercive power is the
ability of a manager to
force an employee to
follow an order by
threatening the employee
with punishment if the
employee does not complywith the order.
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LEGITIMATE POWER
Legitimate power is
power you derive fromyour formal position or
office held in the
organization's
hierarchy of authority.
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Example oflegitimate power• The president
a corporationhas certain
powers becaus
of the office heholds in the
corporation.
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REWARD POWER
Reward power is simply the
power of a manager to give
some type of reward to anemployee as a means to
influence the employee toact.
Rewards can be
• Tanible
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Tangible rewards are physical things like
Monetary awards,
wage or salary increases,
bonuses, plaques,Certificates, medals
gifts.
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Intangible rewards are not physical things, but can be
more effective like
Praise,
Positive feedback, Recognition,
More responsibility including
a rise in status,
Well-timed 'thank-you’.
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REFERENT POWER
Referent power is power of anindividual over the Team or
Followers, based on a high level of
identification with, admiration of, or
respect for the powerholder/ leader.
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Examples of referent power are
Nationalism,
patriotism,
celebrities,mass leaders,
widely-respected people.
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EXPERT POWER
Expert power is power based upon
employees perception that a manager or
some other member of an organization
has a high level of knowledge or aspecialized set of skills that other
employees or members of the organization
do not possess.
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Example for expert power
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POSITIVE EFFECTS OF POWER
Leadership responsibilitiesOrganizational and personal goals
Inspire commitment
Creativity
Reduction of bureaucratic obstacles
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NEGATIVE EFFECTS OF POWER
Bully Bosses
l
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Manipulator
S lh
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Sexual harassment
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WHAT IS CONFLICT?
Conflict is a condition that exists
anytime two or more people disagreeover an issue or situation.
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WHAT IS WORKPLACE CONFLICT?
Workplace conflict is disagreement or
opposition between/among individuals,
teams or departments in anorganisation.
Conflict is a natural phenomenon,neither inherently good or bad, but
there may be positive or negative
outcomes.
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VIEWS ABOUT CONFLICT
Three Views of Conflict
Traditional View2. Human Relations View
3. Interactionist View
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THE TRADITIONAL VIEW
This approach assumes that all
conflicts hamper performance.
Conflicts occur due to poor
communication, lack of openness and
trust between people, and the failureof managers to be open to their
employees.
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THE HUMAN RELATIONS VIEW
This approach assumes that conflicts
occur naturally in all groups and
organizations.
It is natural and cannot be avoided,
hence it should be accepted.
It cannot be removed and it may play
a role in group performance.
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THE INTER-ACTIONIST VIEW
This approach encourages conflict
because it believes that a peaceful and
cooperative group may becomeconstant and may not respond to the
need for change and innovation.
Group leaders should maintain
sufficient conflict so that the group
remains creative and self-critical.
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LEVELS OF CONFLICT
Conflicts can be at
Intrapersonal level (conflict within
the individual)
Interpersonal level (individual to
individual conflict)
Inter-group level
Inter-organizational level
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INTRAPERSONAL CONFLICT
These conflicts involve the individual alone. It can be of three types (Schermerhorn et al, 2002):
Approach – approach conflict: It occurs when a person has tochoose between two positive and eually attractive alternatives.
!or e"ample, choosin# between promotion in the or#ani$ation ora new %ob with another firm. Avoidance – avoidance conflict: It occurs when a person has to
choose between two ne#ative and eually unattractivealternatives. !or e"ample, to ma&e a choice between acceptin# a %ob transfer to another town or have the employment terminated.
Approach – avoidance conflict: It occurs when a person has tochoose between somethin# that has both positive and ne#ativeresults. !or e"ample, acceptin# or not acceptin# a %ob with ahi#her pay but with increased responsibilities that demand a lotof personal time.
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INTERPERSONAL CONFLICT
It occurs between two or
more individuals who areagainst one another.
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INTER-GROUP CONFLICT
It occurs among members
of different teams or
groups
INTERORGANIZATIONAL
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INTER-ORGANIZATIONAL
CONFLICT
It occurs due to competition
and rivalry between firms
that operate in the same
markets
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CAUSES OF CONFLICT
MisunderstandingsPersonality clashesCompetition for resources Authority issuesLack of co-operationDifferences of opinionLow performance Values or goal differences
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TYPICAL RESPONSES TO CONFLICT
Fight it out
Pretend to agree
Try to find common ground
Admit that you are wrongTurn the conflict into a joke
Work toward a mutually agreeable solution
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ADVANTAGES OF CONFLICT
Helps to raise and address problems. Energizes work to be on the most appropriateissues.
Helps people "be real", for example, it motivates
them to participate.Helps people learn how to recognize and benefitfrom their differences.
Improves communication
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DISADVANTAGES OF CONFLICT
Lost work time and productivity
Lost employees / high turnover
Damage to organization reputation
Sabotage, theft, damageLowered job motivation
Health costs due to stress
Legal costs due to litigation
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CONFLICT MANAGEMENT
STYLES
Force
Avoidance
AccommodationCompromise
Collaborative
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CONFLICT MANAGEMENT
STYLES (CONT)
1. Force – It is a victory achieved due to force, superior skill, ordomination of one party. It is a win-lose situation.
2. Avoidance – In avoidance, every one shows that the conflictdoes not really exist and hopes that it will finish.
3. Accommodation – It involves hiding the differences betweenthe conflicting parties and showing areas of agreement.
4. Compromise – It occurs when each party gives up
something for the sake of the other. No party is fully satisfied.
5. Collaboration – It involves appreciation by all conflictingparties that something is wrong and needs attention.
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CONFLICT MANAGEMENT
STYLES (CONT) Approach Objective Your Posture Supporting Rationale Likely Outcome
Forcing Get your ay! "# kno hat$s right!%on$t &uestion my
ju'gment orauthority!(
#t is better to riskcausing a )e har')eelings than toaban'on a position
you are committe'to!
You )eel vin'icate'*but other party )eels'e)eate' an'possibly humiliate'!
Avoi'ing Avoi' having to 'ealith con)lict!
"#$m neutral on thatissue! Let me thinkabout it!(
%isagreements areinherently ba'because they createtension!
#nterpersonalproblems 'on$t getresolve'* causinglong+term )rustrationmani)este' in avariety o) ays!
Accommo'ating %on$t upset the otherperson!
",o can # help you)eel goo' about thisencounter- .yposition isn$t soimportant that it isorth risking ba')eelings beteen us!(
.aintainingharmoniousrelationships shoul'be our top priority!
Other person is likelyto take a'vantage o)you!
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CONFLICT MANAGEMENT STYLES (CONT)
Approach Objective Your Posture Supporting Rationale Likely Outcome
/ompromising Reach anagreement &uickly!
"Let$s search )or amutually agreeablesolution!(
Prolonge' con)licts 'istractpeople )rom their ork an'engen'er bitter )eelings!
Participantsbecomecon'itione' toseek ane0pe'ient*
rather thane))ectivesolution!
/ollaborating Solve the problemtogether!
"1his is my position!2hat is yours- #$mcommitte' to )in'ing thebest possible solution!(
1he positions o) both partiesare e&ually important3though not necessarilye&ually vali'4! 5&uality
emphasis shoul' be place'on the &uality o) the outcomean' the )airness o) the'ecision+making!
Participants)in' ane))ectivesolution!
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