Chapter 13 organizational behavior

2. The Nature of Power and Politics
• Power
– Principal means of directing and controlling organizational goals
and activities
– Ability to get others to do something they might not otherwise do
• Organizational politics
Activities in which managers engage to increase their
power and to pursue goals that favor their individual and
group interests.

3. The Good Side of Power
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Improve decision making quality
Promote change
Encourage cooperation
Promote new organizational goals

4. Sources of
Individual Power
• Formal power
– Legitimate power
– Reward power
– Coercive power
– Information power
• Informal power
– Expert power
– Referent power
– Charismatic power

5. Sources of
Functional and Divisional Power
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Ability to control uncertain contingencies
Irreplaceability
Centrality
Ability to control and generate resources

6. Tactics for Increasing
Individual Power
• Tapping the sources of functional and divisional
power
• Recognizing who has power
• Controlling the agenda
• Bringing in an outside expert
• Building coalitions and alliances

7. Factors of Relative Power
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Sources of power
Consequences of power
Symbols of power
Personal reputations
Representational indicators

8. What is Organizational Conflict?
Self-interested struggle that arises
when the goal-directed behavior
of one person or group
blocks the goal-directed behavior
of another person or group

9. Sources of Conflict
• Differentiation
– Differences in functional orientations
– Status inconsistencies
• Task relationships
– Overlapping authority
– Task interdependencies
– Incompatible evaluation systems
• Scarcity of resources

10. Figure 13.5 Pondy’s Model of Organizational Conflict
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Stage 1 – Latent conflict
Stage 2 – Perceived conflict
Stage 3 – Felt conflict
Stage 4 – Manifest conflict
Stage 5 – Conflict aftermath

11. Forms of Manifest Conflict
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Open aggression
Violence
Infighting
Sabotage
Physical intimidation
Lack of cooperation

12. 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.
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Initial offer
Counteroffers
Concession
Compromise

13. Individual-Level Conflict Management
• Manager meets with employees in conflict. All
understand facts of conflict
• Manager summarizes dispute in written form
• Manager discusses facts in report with each
employee separately and works out a common
solution
• Manager gets commitment to resolving dispute

14. Group-Level Conflict Management
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Compromise
Collaboration
Accommodation
Avoidance
Competition

15. Promoting Compromise
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Emphasize common goals
Focus on the problem, not the people
Focus on interests, not demands
Create opportunities for joint gain
Focus on what is fair

16. Union-Management Negotiations
• Distributive bargaining
• Attitudinal structuring