OB Ch. 13

coalition

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

mediator

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

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

arbiter

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

sources of functional and divisional power

ability to control uncertain contingencies, irreplaceability, 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

contingency

an event or problem that might occur and therefore must be planned for

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

third-party negotiator

an outsider skilled in handling bargaining and negotiation

political decision making

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

sources of organizational conflict

differentiation, task relationships, scarcity of resources

sources of informal individual power

expert power, referent power, charismatic power

centrality

how vital or crucial an organization's 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

referent power

informal power that stems from being liked, admired, and respected

expert power

informal power that stems from superior ability or expertise

Pondy's model of organizational conflict

latent conflict > perceived conflict > felt conflict > manifest conflict > conflict aftermath

sources of formal individual power

legitimate power, reward power, coercive power, information power

formal individual power

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

informal individual power

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

tactics for increasing individual power

tapping sources of functional and individual 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 now have done

distributive bargaining

the parties bargain over how to divide resources, deciding who gets what and how much

attitudinal structuring

the parties try to influence their opponent's attitudes

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