OB chapter 13

alternative dispute resolution

a process by which two parties resolve conflicts through the use of a specially trained, neutral third party

negotiation

a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

inspirational appeal

a tactic designed to appeal to the target;s values and ideals, thereby creating an emotional or attitudinal reaction

organizational politics

actions by individuals that are directed toward the goal of furthering their own self-interests

integrative bargaining

aimed at accomplishing a win-win scenario; involves the use of problem solving and mutual respect to achieve an outcome thats satisfying for both parties

networking ability

an adeptness at identifying and developing diverse contacts

conventional arbitration

arbitrators can create a solution of their choosing

conflict

arises when two or more individuals perceive that their goals are in opposition

competing

best used in situations where the leader knows he or she is right and a quick decision needs to be made

leadership

can affect follower's interpretation of events, the organization of their work activities, their commitment to key goals, their relationships with other followers, and their access to cooperation and support from other work units

arbitrator

can be an individual or group whose job is to listen to the various arguments and then make a decision about the solution to the conflict

power and influence

can increase citizenship behaviors and decrease counterproductive behaviors

positive emotions

can make negotiators overconfident and make decisions too quickly

negotiations

can take place inside or outside the organization; can involved settling a dispute, setting prices and wages.

extremely political environments

cause lower job satisfaction, increased strain, lower job performance, higher turnover intentions, and lower organizational commitment

mediation and arbitration

common forms of alternative dispute resolution

integrative bargaining

complements collaboration; the preferable negotiation style to use whenever possible

intertwined

conflict and politics are

the three types of organizational power

derive primarily from a person's position within the organization; more formal in nature

expert power

derives from a person's expertise, skill, or knowledge on which others depend

legitimate power

derives from a position of authority inside the organization; sometimes referred to as "formal authority"

BATNA

describes each negotiators bottom line (where they are willing to walk away)

legitimate power

doesn't generally give a person the right to ask employees to do something outside the scope of their jobs or roles within the organization

personal characteristics and organizational characteristics

drivers of organizational politics

exchanging information

each party makes a case for its position and attempts to put all favorable information on the table

final-offer arbitration

each party presents its most fair offer, and the arbitrator picks the most reasonable one

preparation

each party should prepare its BATNA

closing and commitment

entails the process of formalizing an agreement reached during the previous stage

coercive power

exists when a personal has control over punishments in an organizational

referent power

exists when others have a desire to identify and be associated with a person; this desire is derived from affection, admiration, or loyalty toward a specific individual

personal power

exists when people have additional capabilities inside them to influence others; capture "something else"

reward power

exists when someone has control over the resources or rewards another person wants

competing, avoiding, accommodating, collaboration, compromise

five styles of conflict resolution

contingency factors

four factors that have an effect on the strength of a person's ability to use power to influence others

integration, personal appeals, exchange tactics, apprising

four influence tactics that vary in effectiveness

coercive power

generally regarded as a poor form of power to use regularly, because it tends to result in negative feelings towards those that wield it

interpersonal influence

having an unassuming and convincing personal style thats flexible enough to adapt to different situations

our ability to influence behavior

having power increases

collaboration

high assertiveness, high cooperation

competing

high assertiveness, low cooperation

visibility

how aware others are of a leader's power and position

visibility

if everyone knows that a leader has a certain level of power, the ability to use that power to influence others is likely to be higher

discretion

if managers are forced to follow organizational policies and rules, their ability to influence others in reduced

bargaining begins again

if there are issues and misconceptions at closing and commitment

consultation

increases commitment from the target, who now has a stake in seeing that his or her opinions are valued

directional

influence can be seen as

relative

influence is all

used in combination

influence tactics tend to be most successful when

softer in nature

influence tactics that tend to be most successful are those that are

apparent sincerity

involves appearing to others to have high levels of honesty and genuineness

distributive bargaining

involves win-lose negotiating over a "fixed-pie" of resources; when person gains, the other person loses

they will actually choose to do so

just because a person has the ability to influence others does not mean

substitutability

leaders that control resources to which no one else has access can use their power to gain greater influence

centrality

leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others

increase organizational politics

limited or changing resources, ambiguity in role requirements, high performance pressures, or unclear performance evaluation measures

accommodating

low assertiveness, high cooperation

avoiding

low assertiveness, low cooperation

compromise

moderate assertiveness, moderate cooperation

integration

more effective when used as a long term strategy

personal forms of power

more strongly related to organizational commitment and job performance than the organizational forms

integrative bargaining

most appropriate in situations in which multiple outcomes are possible, there is an adequate level of trust, and parties are willing to be flexible

rational persuasion

most effective when it helps to show that the proposal is important and feasible

perceived power relationship between the parties and negotiator emotions

most important negotiator biases

directional view of influence

mostly downward, but can be lateral or upward

coalitions

occur when the influencer enlists other people to help influence the target; generally used in combination with one of the other tactics

personal appeals

occur when the requestor asks for something based on personal friendship or loyalty; the stronger the friendship the more successful the attempt is likely to be

competing

occurs most often when one party as high levels of organizational power levels of organizational power; generally involves the hard forms of influence

arbitration

occurs when a third party determines a binding settlement to a dispute

collaboration

occurs when both parties work together to maximize outcomes; a win-win form of conflict resolution

compromise

occurs when conflict is resolved through give-and-take concessions; most common form of conflict resolution; generally results in favorable outcomes for the leaders

avoiding

occurs when one part wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down; usually results in an unfavorable outcome for everyone; never really resolves the conflict

competing

occurs when one party attempts to get his or her own goals met without concern for the other party's results; a win-lose approach of conflict management

accommodating

occurs when one party gives in to the other and acts in a completely unselfish way; used when the issues is not important to leader but important to the other party

apprising

occurs when the requestor clearly explains why performing a request will benefit the target personally

consultation

occurs when the target is allowed to participate in deciding how to carry out or implement a request

coercive power

operates primarily on the principle of fear; exists when one person believes that another has the ability to punish him or her and is willing to use that power

legitimate power

people with this have some title and the understood right to ask others to do things that are considered within the scope of their authority

affective commitment

personal forms of power increase

mediator

plays the role of a neutral, objective, third party who listens to the arguments of each side and attempts to help two parties come to an agreement

moderately correlated

power and influence and job performance

moderately correlated

power and influence and organizational commitment

centrality

represents how important a person;s job is and how many people depend on that person to accomplish their tasks

mediation

requires a third party to facilitate the dispute resolution process, though the third party cannot dictate a solution

distributive bargaining

similar in nature to a competing approach to conflict resolution

political skill

the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

power

the ability to influence the behavior of others and resist unwanted influence in return

power

the ability to resist the influence attempts of others

bargaining

the actual "negotiating"; the goal is for each party to walk away feeling like it has gained something of value; where each party must give up something to get something in return

discretion

the degree to which managers have the right to make decisions on their own

substitutability

the degree to which people have alternatives in accessing resources

mediation

the first step of alternative dispute resolution

the situation

the five methods of conflict resolution should be applied based on

assertiveness and cooperation

the five styles of conflict resolution are influenced by

substitutability, discretion, centrality, visibility

the four contingency factors

rational persuasion, inspirational appeals, consultation, and collaboration

the four most effective influential influence tactics

preparation, exchanging information, bargaining, closing and commitment

the four negotiation stages

voluntary agreement

the goal of dispute resolution is to have the parties come to a

the more legitimate power they possess

the higher up in an organization a person is

collaboration

the most effective form of conflict resolution, especially in reference to task-oriented rather than personal conflicts; results in the best outcomes and reactions from both parties

all five dimensions of power

the most powerful leaders have bases of power that include

rational persuasion

the only tactic that is consistently successful in the case of upward influence

arbitration

the second step of alternative dispute resolution

preparation

the single most stage of the negotiating process, where each party determines what its goals are for the negotiation and whether or not the other party has anything to offer

social astuteness

the tendency to observe others and accurately interpret their behavior

legitimate power, reward power, coercive power

the three types of organizational power

distributive bargaining and integrative bargaining

the two general negotiation strategies

expert power and referent power

the two types of personal power

influence

the use of an actual behavior that causes behavioral or attitudinal changes in others

pressure

the use of coercive power through threats and demands

integration

the use of favors, compliments, or friendly behavior to make the target feel better about the influencer

rational persuasion

the use of logical arguments and hard facts to show the target that the request is a worthwhile one

leadership

the use of power and influence to direct the activities of followers towards goal achievement

reward power

those who have it have the ability to influence others if those being influenced believe they will get the rewards by behaving a certain way

what is important to the target

to use inspirational appeal effectively, leaders know

networking ability and social astuteness

two aspects of political skill

interpersonal influence and apparent sincerity

two capabilities involved in political skill

pressure and coalitions

two influence tactics that are least effective and could result in resistance from the target

collaboration

used when an leader attempts to make it easier for the target to complete the request

exchange tactic

used when the requestor offers a reward or resource to the target in return for performing a request; requestor must have something of value to offer

they take a distributive approach

when negotiators think they have more power than the other party

expert power

when people have a track record of high performance, the ability to solve problems, or specific knowledge that's necessary to accomplish tasks, they're more likely to able to influence others who need that expertise

power and influence

when used correctly, can make employees focus on task performance