Org. Theory and Design: Chapter 14 (Matching)

Power manipulation = Influencing decision making through strategic tactics Controlling the agenda = Directing the focus of discussions and decisions Balance of power = Establishing equality in influence and decision-making authority Organizational politics = Influencing choices and decisions in an organization

Bringing in an outside expert = Introducing an external perspective to influence decisions Shifting balance of power over time = Adapting to manage uncertainty and contingencies Managing power and politics = Ensuring alternative views and solutions are considered Using power strategically = Knowing when and how to exert influence for optimal results

Improving choices and decisions = Benefitting from organizational politics when managed skillfully Producing problems and promoting conflict = Harming the organization when organizational politics are not managed effectively Establishing a balance of power = Ensuring all stakeholders' views and solutions are considered Shifting balance of power over time = Adapting to manage uncertainty and contingencies

Latent conflict = No outright conflict exists, but the potential for conflict to arise is present due to the way an organization operates Perceived conflict = One or more parties perceive that their interests are being opposed or set back by others Felt conflict = Parties become emotionally involved and become aware of the conflict Manifest conflict = Conflict becomes visible and parties take action

Louis R. Pondy = Views conflict as a process that consists of five sequential episodes or stages Unknown Proponent = Believes that slow and ponderous decision-making characteristic of organizations in decline leads to even greater conflict

Benevolent outcomes = Overcoming organizational inertia and leading to organizational learning and change Dysfunctional outcomes = Becoming a cause of organizational decline due to slow and ponderous decision-making Unknown Outcome = Conflict becoming visible and parties taking action

Force for good = Overcoming organizational inertia and leading to organizational learning and change Cause of decline = Beyond a certain point, conflict becomes a cause of organizational decline due to slow decision-making Vicious cycle = Slow and ponderous decision-making characteristic of organizations in decline leads to even greater conflict Unknown Characteristic = Parties becoming emotionally involved and aware of the conflict

Stage 2: Perceived conflict = Begins when a subunit or stakeholders group perceives that its goals are being thwarted by the actions of another group Stage 3: Felt conflict = In this stage, subunits in conflict quickly develop an emotional response towards one another, closing ranks and developing a polarized us-versus-them mentality Stage 4: Manifest conflict = In this stage, one subunit gets back at another subunit by attempting to thwart its goals, often through passive aggression Stage 5: Conflict aftermath = Every episode of conflict leaves a conflict aftermath that affects the way both parties perceive and react to future episodes

Authority = One of the sources of organizational power based on formal position and hierarchical structure Control over resources = Gaining power through control over valuable assets within the organization Centrality = Gaining power by being closely associated with influential or powerful managers within the organization Control over uncertainty = Gaining power through the ability to provide clarity and direction in uncertain situations

Altering the level of differentiation and integration = A strategy to change task relationships and resolve conflict by increasing the number of integrating roles in the organization Procedural system for airing grievances = A strategy to prevent polarization of attitudes during conflict by setting up a system for parties to air their grievances and hear other groups’ point of view Exchange and rotation of people between subunits = A strategy to encourage understanding between groups in conflict by allowing them to learn each other’s point of view through personnel exchange Attitudinal structuring = A process designed to influence the attitudes of opposing parties and promote amicable dispute resolution

Subunits’ interdependence = Each subunit's desire for autonomy conflicting with the organization’s desire for coordination Bureaucratic factors = Factors within the organizational structure that contribute to conflict, such as red tape and rigid procedures Incompatible performance criteria = The way an organization designs its structure to coordinate subunits affecting potential for conflict Competition for resources = Conflict arising from competing for valuable assets within the organization

Becoming non-subsitutable = Increasing one's indispensability by being called in to solve specific problems as they arise, thus raising status and prestige Associaing with powerful managers = Rising up the organizational ladder by supporting and making oneself indispensable to influential managers Reward for success in politics = The change that gives individuals or subunits a greater share of organizational resources as a result of successful political activities Building and managing coalitions = Forming alliances or coalitions within the organization to gain power and influence decision-making outcomes

Stage 2: Perceived conflict = Subunit or stakeholders group perceives that its goals are being thwarted by another group; begins to define why the conflict is emerging and analyze events that led up to it Stage 3: Felt conflict = Subunits quickly develop an emotional response towards one another, closing ranks, developing a polarized us-versus-them mentality, and putting blame squarely on the other subunit Stage 4: Manifest conflict = One subunit attempts to thwart another's goals, often through passive aggression; managers need to prevent it from reaching this stage due to communication breakdown and aftermath of conflict Stage 5: Conflict aftermath = Leaves an aftermath that affects how both parties perceive and react to future episodes; if resolved before this stage, it promotes good future working relationships

Non-subsitutability = Managers or subunits who need to be called in to solve specific problems as they arise, increasing their status and prestige Control over information = Gaining power through access to and control over valuable data and knowledge within the organization Unobtrusive power (the power of the ‘dominant coalition’) = 'Dominant coalition' having significant influence over decision-making outcomes within the organization Indicators of power = Includes personal reputation, ability to influence decision-making outcomes, control over significant resources, and symbols of prestige

Altering the level of differentiation and integration = Resolving conflict by changing task relationships through increasing integrating roles and assigning top managers responsibility for solving conflict Procedural system for airing grievances = 'Preventing polarization of attitudes during conflict by setting up a system for parties in conflict to air grievances and hear other groups’ point of view' is an outcome of this strategy Exchange and rotation of people between subunits = 'Encouraging understanding between conflicting groups' is an outcome achieved through this strategy by allowing them to learn each other’s point of view through personnel exchange Attitudinal structuring = 'Influencing opposing party's attitudes' is an outcome achieved through this process designed for promoting amicable dispute resolution

Subunits’ di*ering goals = 'Differing goals' causing conflicts within organizations due to conflicting priorities or objectives between subunits Incompatible performance criteria = 'Designing structure affecting potential for conflict' due to how an organization coordinates its subunits impacting performance criteria conflicts Bureaucratic factors = 'Factors contributing to conflict such as red tape' impacting organizational functioning negatively due to rigid procedures and bureaucracy hindering smooth operations Competition for resources = 'Competing for resources' leading to conflicts within organizations due to scarcity or competition for valuable assets

Becoming central = 'Associating with powerful managers' as a tactic aiming at rising up the organizational ladder by supporting influential managers and making oneself indispensable to them Associaing with powerful managers = Rising up the organizational ladder by supporting powerful managers and making oneself indispensable to them is an objective achieved through this tactic Building and managing coalitions = Forming alliances or coalitions within organizations Reward for success in politics = Attaining a greater share of organizational resources as a result of successful political activities