Week 7 : MT 302 OrganizationalBehaviorPower, Politics, Conflict and NegotiationUnit 7 Agenda Topics:Topic of the week Power, Politics, Conflict and NegotiationDiscussion board posts (2 Parts)ExamMethods of CommunicationGoogle Talk-SAPHAMPEmail- SPEREZ@kaplan.eduPhone: 804-405-1676Hint: Needed for Unit 1 homeworkHelp Desk phone number1-866-522-7747Remember that your instructor is not equipped to helpyou with technological issues.Office HoursOffice Hours are held in Google Talk:Mon & Wed9 PM to 10 PM EST (unless its a holiday)Hint: Needed for Unit 1 homeworkWhat is Power?Power refers to a capacity that A has to influence thebehavior of B, so that B acts in accordance with Aswishes.Power may exist but not be used.Probably the most important aspect of power is that itis a function of dependency.A person can have power over you only if he or shecontrols something you desire.Copyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallExplain the role of dependencein power relationshipsThe General Dependency PostulateWhen you possess anything that others require but that you alonecontrol, you make them dependent upon you and, therefore, yougain power over them.- Dependency, then, is inversely proportional to the alternativesources of supply.-What Creates Dependency?- Importance- Scarcity- NonsubstitutabilityCopyright © 2013 Pearson Education, Inc. publishing as Prentice HallBases of Power: Formal & InformalPowerFormal PowerEstablished by an individuals position in an organization- Three bases:Coercive PowerA power base dependent on fear ofnegative resultsReward PowerCompliance achieved based on theability to distribute rewards that othersview as valuableLegitimate PowerThe formal authority to control and useresources based on a personsposition in the formal hierarchy-Copyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallBases of Power: Informal or PersonalPowerPower that comes from an individuals uniquecharacteristics these are the most effectiveExpert PowerInfluence based on special skills or knowledge- Referent PowerInfluence based on possession by an individual of desirableresources or personal traits-Copyright © 2011 PearsonEducation, Inc. publishing as PrenticeAvoiding Managerial abuse of power,which can exhibit itself as SexualHarassmentMake sure a policy against it is in place.Ensure that employees will not encounter retaliation if they filea complaint.Investigate every complaint and include the human resourceand legal departments.Make sure offenders are disciplined or terminated.Set up in-house seminars and training.Copyright © 2011 Pearson Education, Inc. publishing as Prentice HallPower and Politics often go hand inhand and there can be Consequencesof Political BehaviorFactors that Influence Political BehaviorCopyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallEmployee Responses to OrganizationalPoliticsMost employees have low to modest willingness to playpolitics and have the following reactions to politics:In additions to these issues, toomuch office politicking, orobvious displays of power canalso increase conflictCopyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallConflict DefinedA process that begins when one party perceives thatanother party has negatively affected, or is about tonegatively affect, something that the first party caresabout-That point in an ongoing activity when an interaction crosses over tobecome an interparty conflictEncompasses a wide range of conflicts that peopleexperience in organizationsIncompatibility of goals- Differences over interpretations of facts- Disagreements based on behavioral expectations-Copyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallForms of Interactionist ConflictCopyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallThe Conflict ProcessWe will focus on each step in a momentCopyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallStage I: Potential Opposition orIncompatibilityCommunication- Semantic difficulties, misunderstandings, and noiseStructure- Size and specialization of jobs- Jurisdictional clarity/ambiguity- Member/goal incompatibility- Leadership styles (close or participative)- Reward systems (win-lose)- Dependence/interdependence of groupsPersonal Variables- Differing individual value systems- Personality typesStage II: Cognition and PersonalizationPerceived ConflictFelt ConflictAwareness by one or moreparties of the existence ofconditions that createopportunities for conflict toarise.Emotional involvement in aconflict creating anxiety,tenseness, frustration, orhostility.Conflict DefinitionNegative EmotionsPositive FeelingsStage III: IntentionsIntentionsDecisions to act in a given way.Cooperativeness:Attempting to satisfy the other partys concerns.Assertiveness:Attempting to satisfy ones own concerns.Dimensions of Conflict-HandlingIntentionsSource: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnetteand L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3(Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.Stage III: Intentions (contd)CompetingA desire to satisfy ones interests, regardless of theimpact on the other party to the conflict.CollaboratingA situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.AvoidingThe desire to withdraw from or suppress a conflict.Stage III: Intentions (contd)AccommodatingThe willingness of one party in a conflict to place theopponents interests above his or her own.CompromisingA situation in which each party to a conflict iswilling to give up something.Stage IV: BehaviorConflict ManagementThe use of resolution and stimulation techniques toachieve the desired level of conflict.Conflict-Intensity ContinuumSource: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach(Upper Saddle River, NJ: Prentice Hall, 1974), pp. 9397; and F. Glasi, The Process of ConflictEscalation and the Roles of Third Parties, in G.B.J. Bomers and R. Peterson (eds.), ConflictManagement and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 11940.Conflict Management TechniquesConflict Resolution TechniquesProblem solvingSuperordinate goalsExpansion of resourcesAvoidanceSmoothingCompromiseAuthoritative commandAltering the human variableAltering the structural variablesSource: Based on S. P. Robbins,Managing Organizational Conflict:A Nontraditional Approach (UpperSaddle River, NJ: Prentice Hall,1974), pp. 5989Conflict Management TechniquesConflict Resolution TechniquesCommunicationBringing in outsidersRestructuring the organizationAppointing a devils advocateSource: Based on S. P. Robbins, Managing Organizational Conflict: A NontraditionalApproach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 5989Stage V: OutcomesFunctional Outcomes from Conflict- Increasedgroup performance- Improvedquality of decisions- Stimulationof creativity and innovation- Encouragement- Provision- Creationof interest and curiosityof a medium for problem-solvingof an environment for self-evaluation and changeCreating Functional Conflict- Rewarddissent and punish conflict avoiders.Stage V: OutcomesDysfunctional Outcomes from Conflict-Development of discontent-Reduced group effectiveness-Reduced group cohesiveness-Infighting among group members overcomes group goalsThe Negotiation ProcessBATNA–The Best Alternative To aNegotiated AgreementThe lowest acceptable value(outcome) to an individual fora negotiated agreementThe Bottom Line fornegotiationsCopyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallBoth collaboration and compromiserequire NegotiationNegotiation (Bargaining)-A process in which two or more parties exchange goods or servicesand attempt to agree on the exchange rate for themTwo General Approaches:Distributive BargainingNegotiation that seeks to divide up a fixed amount of resources; awin-lose situation- Integrative BargainingNegotiation that seeks one or more settlements that can create awin-win solution-Copyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallThird-Party NegotiationsMediatorA neutral third party who facilitates a negotiatedsolution by using reasoning, persuasion, andsuggestions for alternatives.ArbitratorA third party to a negotiationwho has the authority to dictatean agreement.Third-Party Negotiations (contd)ConciliatorA trusted third party who provides an informalcommunication link between the negotiator and theopponent.ConsultantAn impartial third party, skilledin conflict management, whoattempts to facilitate creativeproblem solving throughcommunication and analysis.Conflict-Handling Intention:CompetitionWhen quick, decisive action is vital (in emergencies); onimportant issues.Where unpopular actions need implementing (in costcutting, enforcing unpopular rules, discipline).On issues vital to the organizations welfare.When you know youre right.Against people who take advantage of noncompetitivebehavior.Conflict-Handling Intention:CollaborationTo find an integrative solution when both sets ofconcerns are too important to be compromised.When your objective is to learn.To merge insights from people with differentperspectives.To gain commitment by incorporating concerns into aconsensus.To work through feelings that have interfered with arelationship.Conflict-Handling Intention: AvoidanceWhen an issue is trivial, or more important issues arepressing.When you perceive no chance of satisfying your concerns.When potential disruption outweighs the benefits ofresolution.To let people cool down and regain perspective.When gathering information supersedes immediate decision.When others can resolve the conflict effectivelyWhen issues seem tangential or symptomatic of other issues.Conflict-Handling Intention:AccommodationWhen you find youre wrong and to allow a better position tobe heard.To learn, and to show your reasonableness.When issues are more important to others than to yourselfand to satisfy others and maintain cooperation.To build social credits for later issues.To minimize loss when outmatched and losing.When harmony and stability are especially important.To allow employees to develop by learning from mistakes.Conflict-Handling Intention:CompromiseWhen goals are important but not worth the effort of potentialdisruption of more assertive approaches.When opponents with equal power are committed to mutuallyexclusive goals.To achieve temporary settlements to complex issues.To arrive at expedient solutions under time pressure.As a backup when collaboration or competition isunsuccessful.Global ImplicationsConflict and CultureJapanese and U.S. managers view conflict differently- U.S. managers are more likely to use competing tactics whileJapanese managers are likely to use compromise and avoidance-Cultural Differences in Negotiations-Multiple cross-cultural studies on negotiation styles, for instance:American negotiators are more likely than Japanese bargainersto make a first offerNorth Americans use facts to persuade, Arabs use emotion, andRussians use asserted idealsBrazilians say no more often than Americans or JapaneseCopyright © 2011 PearsonEducation, Inc. publishing as PrenticeHallQuestions?Discussion Board Participation (Pt 1)Checklist:A recent university graduate with a degree in Project Manager and two years experience recentlyinterviewed for a job with a consulting company. A hiring manager from the consulting companycalled the graduate and offered him the job with a starting salary of $35, 000. The graduate hasread in Jobs Inc. magazine that the average starting salary for a new hire with a degree and 2years experience is $38,000$42,000.This recent college graduate has asked you for advice on how to negotiate for a higher salary.Based on the readings from the text about the negotiation process along with any research youmay have conducted in the Kaplan library, provide this graduate with a step by step explanation onhow he should proceed.Respond to the discussion board according to the Course Expectations andSyllabus. This includes in-text citation and reference.Discussion Board Participation (Pt 2)Checklist:Go to the Kaplan library and search for an article regarding the Five Forms of Power. A commonsearch term to enter into the search box would be French and Raven five forms of power. Readthe article, give a brief summary of the focus of the article and respond to the following questions:What is your primary form of power you tend to use most frequently? How is power different frompolitics?Provide an example of how you have used the different 5 forms of power or heard or seensomeone else using them. Were these forms of power used appropriately considering the situationyou described? Please explain why or why not?Respond to the Discussion per the course Syllabus.Respond to the discussion board according to the Course Expectations andSyllabus. This includes in-text citation and reference.Exam:Checklist:Prior to taking this Exam, make sure to complete the Reading andthe Learning Activity to better prepare for success in this Exam.You will have 2 hours to complete this one-take exam consisting of30 questions covering the concepts concerning Chapter 13 on powerand politics and Chapter 14 on conflict and negotiation.Unit 7 Wrap-UpIf you need assistance:Contact instructor at their KU email addressPost message to Instructors OfficeMeet with instructor during Virtual Office HoursKU Tech Support: 1-866-522-7747Academic Advisor: If you have any challenges that preventyou from succeeding this term or at KU in generalOther KU Resources: Writing Center, etc.Our next live seminar: Unit 8Questions?Course Website or Content?Other issues?
