module 11 Flashcards
organizational power
the ability of one person or people to overcome resistence by others to achieve a desired object/goal
power is used to
obtain more power
maintain existing power
eliminate others power`
source of social power
expert - knowledge above and beyond
referent - share high level of identification
legitimate: higher hierarchal standing
coercive: exert some sort of harm on another
reward: ability to reward the person
power
control over resources
control over info
non-sustituability
centrality
control over uncertainty
unobtrusive power
authority
politics
activities uesd to influence others mainly to gain power or achieve desired outcomes
political skills
the ability to effectively understand others at work and use such knowledge to influence others to act in ways that enhance ones personal and/or org objectives
elements of political skills
social astuteness
interpersonal influence
networking ability
apparent sincerity
social astuteness
understand social cues
motivaation
attitudes of others
interpersonal influence
ability to build rapport and trust
netwokring ability
seek and cultivate connections
access diverse individuals or resources
apparent sincerity
an image of authenticity and honesty
genuine sincerity is ideal
organizational conflict
the clash that occurs when the goal-directed behaviour of one group blocks or thwarts the goals of another
stages of org conflit (pondys
1: latent
2: perceived
3: felt
4: manifest
5: conflict aftermath
- latent conflict
no outright conflict exists, but there is a potential for conflict because of several factors
sources of conflict
interdependence
differences in goals and prioities
beureaucratic factors
incompetence
competition for resources
- perceived conflict
subunits become aware of conflict and begin to analyze it
conflict escaltes as groups battle over the cause of conflict
- felt conflict
subunits respond emotionally to each other and attitudes polarize escaltes to huge problem
- material conflict
subunits try to get back at each other
fighting and open agression are common
org effectiveness suffers
- conflict aftermath
conflict is resolved in a way that leaves subunits feeling combative or cooperative
conflict models
bargaining model - conflcit of competition
bureaucratic - conflcit of control and autonomy
systems/lateral conflict model - conflict of coordination
managing conflcit
managing good conflict without letting it escalate to bad conflict
level of structures
level of individuals
level of structures
altering levels of differentiation and integration
increasing buffer and intgration roles
top mgmt to solve conflicts
rethinking supervision and chain of command
level of individuals
procedures to share grieveances
third party negotiators
HR strategies
