HRM 360 Chapter 13 Power

negotiation outcomes

- Agreement - Impasse 行き詰まり

Third-Party Negotiator

- An outsider skilled in handling bargaining and negotiation. - direct negotiations between groups are held either with or without this

charismatic power ex

- Bill Gates - Steve jobs

Manifest Conflict ex

- Heated arguments and quarrels, and even physical violence between people and groups, is one outcome

Overlapping authority

- If two different functions or divisions claim authority for the same task, conflict may develop. - At the individual level, too, managers can come into conflict over the boundaries of their authority, especially when one manager attempts to seize another's authority and resources.

Manifest Conflict

- In the stage of manifest conflict, the hostility between the parties in conflict leads them to engage in openly aggressive behaviors as both parties try to hurt each other and thwart each other's goals. - Manifest conflict between groups like teachers and parents, prisoners and guards, and unions and managers is also common. - doing nothing is also one of manifest conflicts

incompatible evaluation systems

- Inequitable performance evaluation systems that reward some functions but not others sometimes create conflict. - the more complex the task relationships between functions are, the harder it is to evaluate each function's individual contribution to performance and reward it appropriately, which also increases the likelihood of conflict.

building coalitions連合 and alliances

- Skills in coalition building are important in organizational politics because the interests of different functions or divisions frequently change as the situation changes so coalitions must be actively maintained by their members.

ability to control and generate resources

- The managers who control the purse strings of an organization and have the ability to give or withhold rewards—money and funding—to functions and divisions wield enormous power, - The division whose products provide an organization with the most revenue and profit usually becomes the most important division in the organization.

coalitions

- a group of managers who have similar interests and join forces to achieve their goals - when coalitions lobby for an organization to pursue new strategies or change its structure, the use of power can lead an organization to act in ways that improve its performance

organizational politics

- activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests - it can be used both in good and bad ways - power and politics often have negative connotations because they are associated with attempts by one person to use organizational resources to further their own personal interests and goals at the expense of other people

Integrative agreement

- an agreement in which parties achieve higher joint benefit than they would have if they would have compromised - By knowing why you want what you want and what they want and why they want - By knowing you want orange for orange juice and the other want for a pie, you can peel the orange and to get the inside and the other can get the skin

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. - transformational leaders possess this kind of power - when charismatic power exists, legitimate power, reward power, and coercive power lose their significance

Views of negotiation

- challenge perception - threat perceptions

Conflict Aftermath

- conflict in an organization is resolved in one way or another—someone gets fired, dysfunctional groups are broken up, or the organization and its divisions are restructured - every conflict has an aftermath - If conflict can be resolved early on, by compromise or collaboration and before it progresses to the manifest stage, the conflict aftermath will promote good future working relationships. - But if conflict is not resolved until late in the process, the bad feeling and quarrels that have taken place produce a conflict aftermath that sours future working relationships between parties.

political decision making

- decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them

foot-in-door technique

- first you ask something small and give it time and come back to ask more or something big - It works because the person already committed and dissonance - uncomfortable feeling of disconsistancy

indirect ways to gain compliance

- foot-in-door technique - door-in-the-face technique - law-ball technique

source of individual power

- formal power (organizational) 1. legitimate power 2. reward power 3. coercive power 4. information power - informal power (personal) 1. expert power 2. referent power 3. charismatic power

ability to control uncertain contingencies

- functions or divisions that can solve the organization's problems and reduce the uncertainty it experiences are the ones that have the most power in the organization. - Today, the ability to control IT is one way to gain such power because IT gives managers access to important and relevant information

collaboration

- high in both interest in helping another party and achieving own goals

Accommodation

- high in interest in helping another party and low in interest in achieving own goals - one lose and the other wins - one group uses its power to force the other to submit and accept its demands. - further conflict is likely - the weaker party will seek any means to increase their power and bargaining position.

social exchange theory

- how power works is power exists because of resources dependencies - resources can be money, knowledge, respect, approval, love - it i like transactional leadership

centrality

- how vital or crucial its activities are to the operation of the entire organization and the degree to which it is positioned to gain access to important information from other functions - many organizations use cross-functional teams to reduce the power of any one function,

task independencies

- if one function does not do its job well, the ability of the function next in line to perform at a high level is reduced, and the outcome is likely to be conflict. - as task interdependence increases from pooled, to sequential, to reciprocal interdependence (see Chapter 11), the potential for conflict among functions or divisions is greater.

Compromise

- in the middle - to reach a solution acceptable to both parties - parties use collaboration to find a solution - increase their combined performance

avoidance

- low in both interest in helping another party and achieving own goals - both parties refuse to acknowledge the real source of the problem and act as if no problem existed—this means they do not have to engage in manifest conflict. But the result is a lack of cooperation and lower performance.

competition

- low in interest in helping another party and high in interest in achieving own goals

Coercive power examples in NASA video

- manager had power to make engineer kept quiet - NASA had coercive power over the tyco company

integrated issues

- parties' value of issues are different - It was the points distributed in-class exercise, different points in the both sides of issues - Logrolling

the Rickover video

- reward - low - coercive - high - legitimate - high - expert - high - referent - subjective; depends on the person

door-in-the-face technique

- start asking much bigger request that is likely to be denied and substitute for smaller requests that is what you really want - It works because "if I give some, you should give some"

Agreement bias

- tendencies that inexperienced negotiators to accept the deal that they shouldn't. - Sometimes they don't wanna walk away from any kind of deals after putting much effort

Fixed-pie error

- tendency to view its win or lose - Cutting orange in half and share evenly

power

- the capacity to influence the other - the ability of one person or group to cause another person or group to do something they otherwise might not have done

the dark side of charismatic power

- the charismatic power can be abused by a leader who has a mistaken or evil vision where there is no checks or balances exist to resist the leader's directives

referent power

- the informal power that stems from being linked, admired, and respected - people high on the personality traits of agreeableness, extraversion, or conscientiousness are often liked or admired

expert power

- the informal power that stems from superior ability or expertise - generally, they gain information power eventually when they get promoted to the upper level in hierarchy - sometimes, those individuals with expert power are mavericks異端者、一匹狼, in this case, managers have to be careful to have right relationships with them to avoid conflicts

information power ex

- the more managers are able to access and control important information the greater us their information power - the more information they possess, the easier it is for managers to resolve the problems facing subordinates and so subordinates come to rely more on their managers

information power

- the power stemming from access to and control over important organizational facts, data, and decisions - the reason some managers are reluctant to share information with subordinates. they fear that if their subordinates know as much as they do, their power to control and shape their behavior will be lost. - managers who decentralize the information power is more likely to be successful to motivate subordinates

legitimate power

- the power to control and use organizational resources to accomplish organizational goals - the greater a manager's legitimate power and authority, the more accountable and responsible is the manager for using organizational resources to increase performance - In organizational power the legitimate power is shown well

reward power

- the power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates - much like operant conditioning

differentiation

- when employees and tasks are split up into different subunits or groups, such as functions and divisions - this leads the different subunits to develop (1) different functional orientations and makes (2) status inconsistencies apparent.

irreplaceability類無い、希世，無二の

- when no other function or division can perform its activities - how irreplaceable they are depends on how easy it is to find a replacement for their expertise

distributive issues

- where one side's gain is the other side's loss - like fixed-pie error

common value issues

- where parties want the same thing - in class activity, it would be this if the points are the same - 20 % of the time they end up getting the second or third best points because they think the points are distributed as distributive issue

five forms of negotiation

1. Accommodation 2. Collaboration 3. Compromise 4. Avoidance 5. Competition

compliance gaining techniques

1. Direct - straight out ask other to do what you want 2. Indirect - you try to get what you want by asking something else

Pondy's model of organizational conflict

1. Latent conflict 2. Perceived conflict 3. Felt conflict 4. Manifest conflict 5. Conflict aftermath

getting integrative agreements

1. Separate people from the problem - you are attacking the problem not the person, however, they use emotional tactics to get the advantage over the other person 2. Focus on interests not positions - focus what driving it? Why would you want what you want? 3. Invent options for mutual gain - its your responsibility to be creative 4. Insist on using objective criteria - what's usually used like past practice, market value, and customs to bring back the realistic agreement

sources of functional and divisional power

1. ability to control uncertain contingencies 2. irreplaceability 3. centrality 4. ability to control and generate resources

sources of organizational conflict

1. differentiation 2. task relationships 3. scarcity of resources

types pf issues

1. distributive issues 2. common value issues 3. integrated issues

promoting compromise

1. emphasize common goals 2. focus on the problem, not the people 3. focus on interests, not demands - Demands are what a person wants; interests are why the person wants them. 4. create opportunities for joint gain - win-win scenario means that rather than having a fixed set of alternatives from which to choose, the parties can come up with new alternatives that might even expand the resource "pie." 5. focus on what is fair

2 ways that power and politics cab help organizations

1. political decision making 2. different managerial perspectives can promote the change that allows an organization to adapt to its changing environment → coalition

political tactics which allow managers to develop a power base and engage in politics successfully

1. tapping the sources of functional and divisional power 2. recognizing who has power 3. controlling the agenda 4. bringing in an outside expert 5. building coalitions and alliances

tapping the sources of functional and divisional power

1. work to become irreplaceable 2. develop specialized skills or knowledge about a certain product or technology that is becoming increasingly important to an organization so that they control a crucial contingency facing it 3. try to become more central in an organization by deliverately accepting responsibilities that bring them into contact with many different functions or managers

Mediator

A neutral third party who tries to help parties in conflict reconcile their differences.

arbiter

A third party who has the authority to impose a solution to a dispute.

Felt Conflict

During the stage of felt conflict, the parties in conflict develop negative, antagonistic feelings about each other.

Overlapping authority ex

If a young manager starts to upstage his or her boss, for example, the boss may react by assigning the subordinate to relatively unimportant projects or by deliberately withholding the resources the subordinate needs to do a good job.

Manifest Conflict ex 2

In industrial disputes, for example, managers and unions often try to beat their opponent by using tactics such as sabotage, strikebreaking, hiring new workers as permanent replacements for striking workers, and even physical intimidation.

task relationships

Task relationships generate conflict between people and groups because organizational tasks are interrelated and affect one another. 1. Overlapping authority 2. task interdependence 3. incompatible evaluation systems

perceived conflict

The stage of perceived conflict begins when one party—individual or group—becomes aware that its goals are thwarted by the actions of another party.

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. 1. conflict can increase organizational performance - it exposes weaknesses in organizational decision making and design and prompts the organization to make changes. 2. Managers realign the organization's power structure and shift the balance of power in favor of the group that can best meet the organization's current needs. 3. increase in conflict leads to a decline in performance because conflict between managers gets out of control, and the organization fragments into competing interest groups.

status inconsistencies

Very often, functions whose activities are the most central and essential to a company's operations come to view themselves as more important than other functions and believe they have higher status or prestige in the organization. As a result, they may attempt to achieve their goals at the expense of other functions and the result is conflict among functions that lower organizational performance.

conformity

a behavior in particular way I'm gonna do something or say something as a result of unspoken group pressure either real or imaginary

Compliance

a behavior in particular way like I'm gonna do something or say something as a result of direct request from someone who does not have authority over you

challenge perception

abilities > demands - When you go buy a car, you do all the research and know what kind of agreement you do - People who has challenge acceptions perform better than people who has threat acceptions

threat perception

ability < demands

conformity ex

at work, you are never told how to dress up but you dress up as others do

Obedience

behavior in particular way like I'm gonna do something or say something as a result of direct request from someone who has authority over you

referent power ex

famous film stars and athletes are paid to advertise a company's products

law-ball technique

first you ask someone to commit something verbally then you tell him or her it's not gonna work and ask what you really want

recognizing who has power

five factors to consider when measuring the relative power of different managers in an org 1. source of power 2. consequences of power - who benefits the most from the decisions made in an organization 3. symbols of power - job titles, 4. personal reputation 5. representational indicators - the number of organizational roles a person olds and the range of their responsibilities

bringing in an outside expert

functional managers often bring in outside experts considered to be impartial公平な observers. Functional managers can then use the "objective" views of the expert to support their position and protect their function at the cost of others.

expert power ex

in a group of engineers, usualy one or two members always seem to be the first to find a simple or inexpensive design solution to a problem

personality behavior

internal local of control - more likely to behave political and ethical at work than external locus of control

Logrolling

its a tactic that each party concedes on issues that are of low priority to itself and high priority to the other side

differences in functional orientations ex

manufacturing generally has a short-term, cost-directed efficiency orientation. R&D is oriented toward long-term, innovative technical goals, and marketing is oriented toward identifying and finding ways to satisfy customer needs. Thus, manufacturing may consider investing money in cost-saving machinery as the solution to a company's problem, while R&D wants to invest the money to promote product innovation and sales wants to increase advertising expenditures to increase demand

Latentまだ姿を現さない conflict

no conflict at this stage. its under the surface, but each of conflicts that we just discussed can cause it to suddenly or gradually emerge

centrality ex

the R&D function has a source of functional and divisional power to engineering, marketing, and manufacturing

task independencies ex

the ability of manufacturing to reduce costs on the production line depends on how well R&D has designed the product so it can be made more cheaply and how well sales has attracted large customer orders so large production runs (which lower production costs) become possible.

ability to control uncertain contingencies ex

the ability to forecast demand reduces the uncertainty manufacturing faces by enabling it to plan the right size production runs to minimize cost

legitimate power ex

the power granted by an organization's board of directors, which represents the interests of its owners - its stockholders. The CEO, in turn, has the right to confer legitimate power upon managers lower in the organizational hierarchy.

formal individual power

the power that originates from a person's position in an organization

sources of informal individual power

the power that stems from personal characteristics such as personality, skills, and capabilities

coercive power

the power to give or withhold punishment

irreplaceable ex

the relatively low-status maintenance engineers had great power because they were the only employees who knew how to fix the plant's machines

controlling the agenda

to determine which specific issues and problems will be brought to the attention of decision makers and which issues will be ignored

distributive

typically although not always involves a single issue 1. Fixed-pie error 2. Integrative agreement