OTD Chapter 14

Question 1

Pondy’s Model of Organizational Conflict (stages)

Answer 1

1. Latent Conflict
2. Perceived conflict
3. Felt Conflict
4. Manifest Conflict
5. Conflict Aftermath

Question 2

Latent Conflict (stage 1)

Answer 2

No outright conflict exists, but there is potential for conflict.

Sources of conflict (DIBIC):

• Differences in goals and priorities.
• Interdependence (from pooled to sequential interdependence)
• Bureaucratic factors
• Incompatible performance criteria
• Competition for scarce resources

Question 3

Perceived Conflict (stage 2)

Answer 3

Subunits become aware of conflict and begin to analyse it.
Conflict escalates as groups battle over the cause of conflict. Everyone looks at the situation from their own point of view.

Question 4

Felt Conflict (stage 3)

Answer 4

Subunits respond emotionally to each other, and attitudes polarise: “us versus them.” What began as a small problem escalates into a huge conflict.

Emotions come into play.

Question 5

Manifest Conflict (stage 4)

Answer 5

Actual conflict exists. Subunits try to get back at each other. Fighting and open aggression are common, and organizational effectiveness suffers.

Question 6

Conflict Aftermath (stage 5)

Answer 6

Conflict is resolved in a way that leaves subunits feeling combative or cooperative. Conflict may reappear.

Question 7

An organization must balance:

Answer 7

• The need for some “good” conflict, with

- The need to prevent “good” conflict from escalating into “bad conflict”.

Question 8

Two common strategies managers use to resolve conflict:

Answer 8

• Structural changes

- Changes in attitudes

Question 9

Strategy 1: structural changes

Answer 9

Changing an organization’s structure to reduce or eliminate the cause of conflict.

• Integration: overcome the problem of differences in subunits.
• Flat vs. tall hierarchy: the flatter the hierarchy, the likelier to avoid conflict.
• Functional: types and amount of structure.

Question 10

Strategy 2: Changes in attitudes

Answer 10

Trying to change the attitudes or behaviours by replacing the individuals themselves.

• Procedural system: (committees, teams: hear each others points of view)
• Third-party negotiator (prevent polorization)
• Exchange & rotation of people between subunits (learn each other’s points of view)

Question 11

Organizational power

Answer 11

The ability of a person or group to overcome resistance by others to resolve conflict and achieve a desired objective or result.

When power is used to resolve conflict, the element of coercion exists.

Organizational power is the ability of A to cause B to do something that B would not have otherwise done.

Question 12

Sources of (functional or divisional) organizational power.

Answer 12

All functions and divisions gain power from one or more of these sources.

• Authority
• Control over resources
• Control over information
• Non-substitutability
• Centrality
• Control over uncertainty
• Unobtrusive power: controlling the premises of decision-making.

Question 13

Authority

Answer 13

The ultimate source of power in an organization. It is legitimised by the legal and cultural foundations on which an organization is based.

Question 14

Control over resources

Answer 14

Managers who make decisions and perform actions that benefit the organization, can increase their power.

Question 15

Control over information

Answer 15

Access to strategic information and the control of the information flow are sources of considerable power in organizational decision-making.

Question 16

Gatekeepers

Answer 16

Influence the decision-making process by controlling the information flow.

Question 17

Non-substitutability

Answer 17

If no one else can perform the tasks that a person or subunit performs, that person or subunit is non-substitutable.

Question 18

Centrality

Answer 18

An organization’s strategy is a crucial determinant of which subunit is central in an organization.

E.g., Coca-Cola, a company driven by marketing. Other subunits such as product development, manufacturing, and sales, all depend on the information supplied by the marketing department.

Question 19

Control over uncertainty

Answer 19

A subunit that can directly control and reduce the main source of uncertainty or contingencies facing an organization has significant power.

E.g., in a hospital, doctors have power because only they have the ability to diagnose and treat patient problems, which is the main source of uncertainty in a hospital.

Question 20

Unobtrusive power: controlling the premises of decision making

Answer 20

The power of the dominant coalition: the set of managers who form a partnership and use their combined power secretively to influence their decision-making process in the ways that favour their interests.

Question 21

Organizational politics

Answer 21

Activities taken within organizations to acquire, develop, and use power and other resources to obtain one’s preferred outcome in a situation in which there is uncertainty or disagreement about choices.

The reward for succes is change that gives them a greater share of organizational resources (money, authority, status).

Question 22

Tactics for playing politics

Answer 22

• Becoming indispensable
• Becoming non-substitutable
• Becoming central
• Associating with powerful managers
• Building and managing coalition
• Increasing the ability to manipulate decision making
• Controlling the agenda
• Bringing in an outside expert

Question 23

Building and managing a coalition

Answer 23

A supporting B on an issue so B supports A on another issue.

Many of the intense political contests happen at the top level, since the stakes there are so high. E.g., the CEO needs the support of the board in any contest with a member of the top management team. Without it, the days of the CEO are numbered.

Question 24

Controlling the agenda

Answer 24

Being able to control the issues and problems that important decision makers will consider.

Question 25

Bringing in an outside expert

Answer 25

Sometimes, outside experts are not neutral at all but have been coached by the collation in power and exactly know what the coalition’s view is so they can develop a favourable scenario.

Question 26

Power balance

Answer 26

Equal power between subunits.

Decisions result from bargaining between subunits, which improves the quality of organizational decision making.

Question 27

Power imbalance

Answer 27

Unequal power between subunits.

Decisions are made in the interests of one subunit. The quality of decision making may decline.