Chapter 13 Power, Politics, Conflict, and Negotiation

Coalition

A group of managers who have similar interests and join forces to achieve their goals.

Conflict negotiation

A process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to resolve their differences.

Sources of Functional and Divisional Power

Ability to Control Uncertain Contingencies Irreplacability Centrality Ability to control and generate resources

Organizational Politics

Activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests.

Charismatic power

An intense form of referent power that stems from an individual's personality or physical or other abilities, which induce others to believe in and follow that person.

Political Decision Making

Decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them.

Sources of Individual Power

Formal power, Informal power

Referent power

Informal power that stems from being liked, admired, and respected.

Expert power

Informal power that stems from superior ability or expertise.

Formal power

Power that originates from a person's position in an organization. Legitimate power, Reward power, Coercive power, Information power

Informal power

Power that stems from personal characteristics such as personality, skills, and capabilities.

Pondy's Model of Organizational Conflict

Stage 1:Latent Conflict Stage2:Perceives Conflict Stage3:Felt Conflict Stage 4:Manifest Conflict Stage 5:Conflict Aftermath

Political tactics

Tapping the sources of functional and divisional power Recognizing who has power Controlling the agenda Bringing in an outside expert Building coalitions and alliances

Power

The ability of one person or group to cause another person or group to do something they otherwise might not have done.

Information power

The power that stems from access to and control over information.

Legitimate power

The power to control and use organizational resources to accomplish organizational goals.

Coercive power

The power to give or withhold punishment.

Reward power

The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates.

Organizational conflict

The struggle that arises when the goal-directed behavior of one person or group blocks the goal- directed behavior of another person or group.

The Nature of Power and Politics

Whenever people come together in an organization, their activities must be directed and con- trolled so they can work together to achieve their common purpose and goals. Managers often disagree about what an organization's goals should be and the best ways of achieving them.