OrganizationalBehaviorEighteenthEditionChapter13PowerandPoliticsCopyright?2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives(1of2)13.1Contrastleadershipandpower.13.2Explainthethreebasesofformalpowerandthetwobasesofpersonalpower.13.3Explaintheroleofdependenceinpowerrelationships.13.4Identifypowerorinfluencetacticsandtheircontingencies.LearningObjectives(2of2)13.5Identifythecausesandconsequencesofabuseofpower.13.6Describehowpoliticsworkinorganizations.13.7Identifythecauses,consequences,andethicsofpoliticalbehavior.DefinePowerandContrastLeadershipandPower(1of2)PowerreferstoacapacitythatAhastoinfluencethebehaviorofB,sothatBactsinaccordancewithA’swishes.Powermayexistbutnotbeused.Probablythemostimportantaspectofpoweristhatitisafunctionofdependence.Apersoncanhavepoweroveryouonlyifheorshecontrolssomethingyoudesire.DefinePowerandContrastLeadershipandPower(2of2)Leadersusepowerasameansofattaininggroupgoals.GoalcompatibilityPowerdoesnotrequiregoalcompatibility,merelydependence.Thedirectionofinfluence.Leadershipfocusesonthedownwardinfluenceonone’sfollowers.Leadershipresearchemphasizesstyle.ExplainFormalPowerandPersonalPower(1of2)FormalPowerCoercivePowerRewardPowerLegitimatePowerPersonalPowerExpertPowerReferentPowerExplainFormalPowerandPersonalPower(2of2)WhichBasesofPowerAreMostEffective?Personalsourcesaremosteffective.Bothexpertandreferentpowerarepositivelyrelatedtoemployees’satisfactionwithsupervision,theirorganizationalcommitment,andtheirperformance,whereasrewardandlegitimatepowerseemtobeunrelatedtotheseoutcomes.Coercivepowercanbedamaging.ExplaintheRoleofDependenceinPowerRelationships(1of3)TheGeneralDependencyPostulateWhenyoupossessanythingothersrequirebutthatyoualonecontrol,youmakethemdependentuponyouand,therefore,yougainpoweroverthem.Dependence,then,isinverselyproportionaltothealternativesourcesofsupply.ExplaintheRoleofDependenceinPowerRelationships(2of3)WhatCreatesDependence?ImportanceScarcityNonsubstitutabilityExplaintheRoleofDependenceinPowerRelationships(3of3)Exhibit13-1AnOrganizationalSociogramIdentifyPowerorInfluenceTacticsandtheirContingenciesInfluencetactics:LegitimacyRationalpersuasionInspirationalappealsConsultationExchangePersonalappealsIngratiatingPressureCoalitionsIdentifyNinePowerorInfluenceTacticsandtheirContingencies(1of4)Sometacticsaremoreeffectivethanothers.Rationalpersuasion,inspirationalappeals,andconsultationaremosteffectivewhentheaudienceishighlyinterestedintheoutcomes.Pressuretendstobackfire.Bothingratiationandlegitimacycanlessenthenegativereactionsfromappearingto“dictate”outcomes.IdentifyNinePowerorInfluenceTacticsandtheirContingencies(2of4)Exhibit13-2PreferredPowerTacticsbyInfluenceDirectionUpwardInfluenceDownwardInfluenceLateralInfluenceRationalpersuasionRationalpersuasionRationalpersuasionBlankInspirationalappealsConsultationBlankPressureIngratiationBlankConsultationExchangeBlankIngratiationLegitimacyBlankExchangePersonalappealsBlankLegitimacyCoalitionsIdentifyNinePowerorInfluenceTacticsandtheirContingencies(3of4)Peopleindifferentcountriespreferdifferentpowertactics.Individualisticcountriesseepowerinpersonalizedtermsandasalegitimatemeansofadvancingtheirpersonalends.Collectivisticcountriesseepowerinsocialtermsandasalegitimatemeansofhelpingothers.IdentifyNinePowerorInfluenceTacticsandtheirContingencies(4of4)ApplyingPowerTacticsPeopledifferintermsoftheirpoliticalskill:theirabilitytoinfluenceotherstoenhancetheirownobjectives.Thepoliticallyskilledaremoreeffectiveusersofalltheinfluencetactics.Cultureswithinorganizationsdiffermarkedly:somearewarm,relaxed,andsupportive;othersareformalandconservative.Peoplewhofitthecultureoftheorganizationtendtoobtainmoreinfluence.CausesandConsequencesofAbuseofPower(1of4)Doespowercorrupt?Powerleadspeopletoplacetheirowninterestsaheadofothers.Powerfulpeoplereact,especiallynegatively,toanythreatstotheircompetence.Powerleadstooverconfidentdecisionmaking.Powerdoesn’taffecteveryoneinthesameway,andthereareevenpositiveeffectsofpower.CausesandConsequencesofAbuseofPower(2of4)Sexualharassment:anyunwantedactivityofasexualnaturethataffectsanindividual’semploymentandcreatesahostileworkenvironment.Organizationshavegenerallymadeprogressinthepastdecadetowardlimitingovertformsofsexualharassment.Managershavearesponsibilitytoprotecttheiremployeesfromahostileworkenvironment,buttheyalsoneedtoprotectthemselves.CausesandConsequencesofAbuseofPower(3of4)Mangersshould:Makesureanactivepolicydefineswhatconstitutessexualharassment,informsemployeestheycanbefiredforsexuallyharassinganotheremployee,andestablishesproceduresforhowcomplaintscanbemade.Reassureemployeesthattheywillnotencounterretaliationiftheyissueacomplaint.CausesandConsequencesofAbuseofPower(4of4)Inaddition,managersshould:Investigateeverycomplaintandincludethelegalandhumanresourcedepartments.Makesureoffendersaredisciplinedorterminated.Setupin-houseseminarstoraiseemployeeawarenessoftheissuessurroundingsexualharassment.DescribeHowPoliticsWorkinOrganizations(1of2)Politicalbehavior:activitiesthatarenotrequiredaspartofone’sformalroleintheorganization,butthatinfluencethedistributionofadvantageswithintheorganization.Outsideofone’sspecifiedjobrequirements.Encompasseseffortstoinfluencedecision-makinggoals,criteria,orprocesses.Includessuchbehaviorsaswithholdinginformation,whistle-blowing,spreadingrumors,andleakingconfidentialinformation.DescribeHowPoliticsWorkinOrganizations(2of2)OBPOLLImportanceofOrganizatoinalPoliticsfromSource:BasedonD.Crampton,“IsHowAmericansFeelaboutTheirJobsChanging?”(September28,2012),http:///employee-motivation/is-how-americans-feel-about-their-jobs-changing.CausesandConsequencesofPoliticalBehavior(1of7)Exhibit13-3FactorsThatInfluencePoliticalBehaviorCausesandConsequencesofPoliticalBehavior(2of7)Exhibit13-4EmployeeResponsestoOrganizationalPoliticsfromCausesandConsequencesofPoliticalBehavior(3of7)Exhibit13-5DefensiveBehaviorsAvoidingActionOverconforming.Strictlyinterpretingyourresponsibilitybysayingthingslike“Therulesclearlystate...”or“Thisisthewaywe’vealwaysdoneit.”Buckpassing.Transferringresponsibilityfortheexecutionofataskordecisiontosomeoneelse.Playingdumb.Avoidinganunwantedtaskbyfalselypleadingignoranceorinability.Stretching.Prolongingatasksothatonepersonappearstobeoccupied—forexample,turningatwo-weektaskintoa4-monthjob.Stalling.Appearingtobemoreorlesssupportivepubliclywhiledoinglittleornothingprivately.AvoidingBlameBluffing.Rigorouslydocumentingactivitytoprojectanimageofcompetenceandthoroughness,knownas“coveringyourrear.”Playingsafe.Evadingsituationsthatmayreflectunfavorably.Itincludestakingononlyprojectswithahighprobabilityofsuccess,havingriskydecisionsapprovedbysuperiors,qualifyingexpressionsofjudgment,andtakingneutralpositionsinconflicts.Justifying.Developingexplanationsthatlessenone’sresponsibilityforanegativeoutcomeand/orapologizingtodemonstrateremorse,orboth.CausesandConsequencesofPoliticalBehavior(4of7)[Exhibit13-5Continued]Scapegoating.Placingtheblameforanegativeoutcomeonexternalfactorsthatarenotentirelyblameworthy.Misrepresenting.Manipulationofinformationbydistortion,embellishment,deception,selectivepresentation,orobfuscation.AvoidingChangePrevention.Tryingtopreventathreateningchangefromoccurring.Self-protection.Actinginwaystoprotectone’sself-interestduringchangebyguardinginformationorotherresources.CausesandConsequencesofPoliticalBehavior(5of7)Impressionmanagement(IM):theprocessbywhichindividualsattempttocontroltheimpressionothersformofthem.Mostlyhighself-monitors.Impressionspeopleconveyarenotnecessarilyfalse–theymighttrulybelievethem.Intentionalmisrepresentationmayhaveahighcost.TheeffectivenessofIMdependsonthesituation.CausesandConsequencesofPoliticalBehavior(6of7)TheEthicsofBehavingPoliticallyQuestionstoconsider:Whatistheutilityofengaginginpoliticking?Howdoestheutilityofengaginginthepoliticalbehaviorbalanceoutanyharm(orpotentialharm)itwilldotoothers?Doesthepoliticalactivityconformtostandardsofequityandjustice?CausesandConsequencesofPoliticalBehavior(7of7)Exhibit13-7DrawingYourPoliticalMapImplicationsforManagers(1of2)Tomaximizeyourpower,increaseothers’dependenceonyou.Forinstance,increaseyourpowerinrelationtoyourbossbydevelopinganeededknowledgeorskillforwhichthereisnoreadysubstitute.Youwillnotbealoneinattemptingtobuildyourpowerbases.Others,particularlyemployeesandpeers,willbeseekingtoincreaseyourdependenceonthem,whileyouaretryingtominimizeitandincreasetheirdependenceonyou.Trytoavoidputtingothersinapositionwheretheyfeeltheyhavenopower.ImplicationsforManagers(2of2)

Byassessingbehaviorinapoliticalframework,youcanbetterpredicttheactionsofothersandusethatinformationtoformulatepoliticalstrategiesthatwillgainadvantagesforyouandyourworkunit.Considerthatemployeeswhohavepoorpoliticalskillsorareunwillingtoplaythepoliticsgamegenerallyrelateperceivedorganizationalpoliticstolowerjobsatisfactionandself-reportedperformance,increasedanxiety,andhigherturnover.Therefore,ifyouareadeptatorganizationalpolitics,helpyouremployeesunderstandtheimportanceofbecomingpoliticallysavvy.CopyrightOrganizationalBehaviorEighteenthEditionChapter14ConflictandNegotiationCopyright?2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives14.1Describethethreetypesofconflictandthethreelociofconflict.14.2Outlinetheconflictprocess.14.3Contrastdistributiveandintegrativebargaining.14.4Applythefivestepsofthenegotiationprocess.14.5Showhowindividualdifferencesinfluencenegotiations.14.6Assesstherolesandfunctionsofthird-partynegotiations.ThreeTypesofConflictandThreeLociofConflict(1of5)Conflict:aprocessthatbeginswhenonepartyperceivesthatanotherpartyhasnegativelyaffected,orisabouttonegativelyaffect,somethingthatthefirstpartycaresabout.Ifnooneisawareofaconflict,thenitisgenerallyagreednoconflictexists.Alsoneededtobegintheconflictprocessareoppositionorincompatibilityandinteraction.ThreeTypesofConflictandThreeLociofConflict(2of5)Contemporaryperspectivesdifferentiatetypesofconflictbasedontheireffects.Functional

conflictsupportsthegoalsofthegroupandimprovesitsperformance.Conflictsthathindergroupperformancearedysfunctionalordestructiveformsofconflict.ThreeTypesofConflictandThreeLociofConflict(3of5)Exhibit14-1ConflictandUnitPerformancefromThreeTypesofConflictandThreeLociofConflict(4of5)TypesofConflictResearchershaveclassifiedconflictsintothreecategories:Taskconflictrelatestothecontentandgoalsofthework.Relationshipconflictfocusesoninterpersonalrelationships.Processconflictisabouthowtheworkgetsdone.ThreeTypesofConflictandThreeLociofConflict(5of5)LociofConflictAnotherwaytounderstandconflictistoconsideritslocus,orwheretheconflictoccurs.Therearethreebasictypes:Dyadicconflictisconflictbetweentwopeople.Intragroupconflictoccurswithin

agrouporteam.Intergroupconflictisconflictbetween

groupsorteams.OutlinetheConflictProcess(1of10)Exhibit14-2TheConflictProcessThreeTypesofConflictandThreeLociofConflict(3of10)Intentions:decisionstoactinagivenway.CompetingCollaboratingAvoidingAccommodatingCompromisingOutlinetheConflictProcess(4of10)Exhibit14-3Conflict-IntensityContinuumOutlinetheConflictProcess(5of10)Exhibit14-4ConflictManagementTechniquesConflict-ResolutionTechniquesBlankProblemsolvingMeetingfacetofaceforthepurposeofidentifyingtheproblemandresolvingitthroughopendiscussion.SuperordinategoalsCreatingasharedgoalthatcannotbeattainedwithoutthecooperationofeachoftheconflictingparties.ExpansionofresourcesExpandingthesupplyofascarceresource(forexample,money,promotion,opportunities,officespace).AvoidanceWithdrawingfromorsuppressingtheconflict.SmoothingPlayingdowndifferenceswhileemphasizingcommoninterestsbetweentheconflictingparties.CompromiseHavingeachpartytotheconflictgiveupsomethingofvalue.AuthoritativecommandLettingmanagementuseitsformalauthoritytoresolvetheconflictandthencommunicatingitsdesirestothepartiesinvolved.AlteringthehumanvariableUsingbehavioralchangetechniquessuchashumanrelationstrainingtoalterattitudesandbehaviorsthatcauseconflict.AlteringthestructuralvariablesChangingtheformalorganizationstructureandtheinteractionpatternsofconflictingpartiesthroughjobredesign,transfers,creationofcoordinatingpositions,andthelike.OutlinetheConflictProcess(6of10)[Exhibit14-4Continued]Conflict-StimulationTechniquesBlankCommunicationUsingambiguousorthreateningmessagestoincreaseconflictlevels.BringinginoutsidersAddingemployeestoagroupwhosebackgrounds,values,attitudes,ormanagerialstylesdifferfromthoseofpresentmembers.RestructuringtheorganizationRealigningworkgroups,alteringrulesandregulations,increasinginterdependence,andmakingsimilarstructuralchangestodisruptthestatusquo.Appointingadevil’sadvocateDesignatingacritictopurposelyargueagainstthemajoritypositionsheldbythegroup.Source:BasedonS.P.Robbins,ManagingOrganizationalConflict:ANontraditionalApproach(UpperSaddleRiver,NJ:PrenticeHall,1974):59–89.OutlinetheConflictProcess(7of10)StageV:OutcomesConflictisconstructivewhenit…Improvesthequalityofdecisions,stimulatescreativityandinnovation,encouragesinterestandcuriosity,providesthemediumthroughwhichproblemscanbeairedandtensionsreleased,andfostersanenvironmentofself-evaluationandchange.Conflictisdestructivewhenit…Breedsdiscontent,reducesgroupeffectiveness,andthreatensthegroup’ssurvival.OutlinetheConflictProcess(8of10)ManagingFunctionalConflictOneofthekeystominimizingcounterproductiveconflictsisrecognizingwhentherereallyisadisagreement.Manyapparentconflictsareduetopeopleusingdifferentlanguagetodiscussthesamegeneralcourseofaction.Successfulconflictmanagementrecognizesthesedifferentapproaches.Attemptstoresolvethembyencouragingopen,frankdiscussionfocusedoninterestsratherthanissues.OutlinetheConflictProcess(9of10)Groupsthatresolveconflictssuccessfullydiscussdifferencesofopinion

openly.Themostdisruptive

conflictsarethosethatareneveraddresseddirectly.Managers

needtoemphasizesharedinterestsinresolvingconflicts.Groupswithcooperativeconflictstylesandanunderlyingidentificationtogroupgoalsaremoreeffective

thangroupswithamorecompetitivestyle.OutlinetheConflictProcess(10of10)Differencesacrosscountriesinconflictresolutionstrategiesmaybebasedoncollectivistictendenciesandmotives.Collectivistculturesseepeopleasdeeplyembeddedinsocialsituations.Theywillavoiddirectexpressionofconflicts,preferringindirectmethodsforresolvingdifferencesofopinion.ContrastDistributiveandIntegrativeBargaining(1of6)Negotiationisaprocessinwhichtwoormorepartiesexchangegoodsorservicesandattempttoagreeupontheexchangerateforthem.Weusethetermsnegotiationandbargaininginterchangeably.ContrastDistributiveandIntegrativeBargaining

(2of6)Exhibit14-5DistributiveversusIntegrativeBargainingBargainingCharacteristicDistributiveBargainingIntegrativeBargainingGoalGetasmuchofthepieaspossibleExpandthepiesothatbothpartiesaresatisfiedMotivationWin–loseWin–winFocusPositions(“Ican’tgobeyondthispointonthisissue.”)Interests(“Canyouexplainwhythisissueissoimportanttoyou?”)InterestsOpposedCongruentInformationsharingLow(Sharinginformationwillonlyallowotherpartytotakeadvantage.)High(Sharinginformationwillalloweachpartytofindwaystosatisfyinterestsofeachparty.)DurationofrelationshipShorttermLongtermContrastDistributiveandIntegrativeBargaining(3of6)Exhibit14-6StakingOuttheBargainingZoneContrastDistributiveandIntegrativeBargaining

(4of6)Researchshowsthatwhenyou’reengagedindistributivebargaining,oneofthebestthingsyoucandoismakethefirstoffer,andmakeitanaggressiveone.Showspower.Establishesananchoringbias.Anotherdistributivebargainingtacticisrevealingadeadline.ContrastDistributiveandIntegrativeBargaining(5of6)Exhibit14-7IntegrationofTwoBargainingStrategieswithinOneNegotiationEpisodeContrastDistributiveandIntegrativeBargaining(6of6)Compromisemightbeyourworstenemyinnegotiatingawin-winagreement.Thereasonisthatcompromisingreducesthepressuretobargainintegratively.ApplytheFiveStepsoftheNegotiationProcessExhibit14-8TheNegotiationHowIndividualDifferencesInfluenceNegotiations(1of4)PersonalityTraitsinNegotiationCanyoupredictanopponent’snegotiatingtacticsifyouknowsomethingabouthis/herpersonality?Theevidencesays“sortof.”Moods/EmotionsinNegotiationInfluencenegotiation,butthewaytheydoappearstodependonthetypeofnegotiation.HowIndividualDifferencesInfluenceNegotiations(2of4)CultureinNegotiationsDopeoplefromdifferentculturesnegotiatedifferently?Yes,theydo.Peoplegenerallynegotiatemoreeffectivelywithinculturesthanbetweenthem.Incross-culturalnegotiations,itisespeciallyimportantthatthenegotiatorsbehighinopenness.Peoplearemorelikelytousecertainnegotiationstrategiesdependingonwhatculturetheybelongto.Negotiatorsneedtobeespeciallyawareoftheemotionaldynamicsincross-culturalnegotiation.HowIndividualDifferencesInfluenceNegotiations(3of4)GenderDifferencesinNegotiationsMenandwomennegotiatedifferentlyandthesedifferencesaffectoutcomes.Thereissomemerittothepopularstereotypethatwomenaremorecooperative,pleasant,andrelationship-orientedinnegotiationsthanaremen.Thesegenderdifferencescanbelessenedatboththeorganizationalandindividuallevel.HowIndividualDifferencesInfluenceNegotiations(4of4)OBPOLLMenAskMoreSource:BasedonA.Gouveia,“WhyAmericansAreTooScaredtoNegotiateSalary,”SanFranciscoChronicle,April3,2013,downloadedMay30,2013,from/jobs/.RolesandFunctionof