BUS 272 Week 8 Power and Politics and Conflict and Negotiation PDF

BUS 272 – E100 Week 8– Power & Politics Conflict & Negotiation Melissa McCrae, EdD Exams Read the full question Pay attention to the quantity of marks given Come to class (and stay) and read the textbook and study The final will be graded harder, so this is your chance to do better...

BUS 272 – E100 Week 8– Power & Politics Conflict & Negotiation Melissa McCrae, EdD Exams Read the full question Pay attention to the quantity of marks given Come to class (and stay) and read the textbook and study The final will be graded harder, so this is your chance to do better and earn a higher letter grade OB will be important for other MOS courses (foundational) and management 2 Objectives By the end of this class, you should be able to: Evaluate how much power someone has, the source of their power and how effective their power is at influencing others Determine why we use empowerment and when it’s less useful Navigate office politics in a smart way Identify and evaluate the different ways to handle conflict Negotiate well, including a clear plan for your negotiation What is power? Power is the capacity that A must influence the behaviour of B so that B acts in accordance with A’s wishes Dependence is B’s relationship to A when A possesses something that B requires Power makes people uncomfortable Formal Power Formal power is based on your position in an organization Coercive power is a power base that is dependent on fear of the negative results from failing to comply Reward power is power that achieves compliance based on the ability to distribute rewards that others view as valuable Legitimate power is power that people receive because of their position in the formal hierarchy of an organization Personal Power Personal power comes from an individual’s unique characteristics, it is not mutually exclusive of formal power, but it can be independent Expert power is influence based on special skills or knowledge. Referent power is influence based on possession by an individual of desirable resources or personal traits Which Bases of Power are most Effective? Commitment – The person is enthusiastic about the request and carries the task out Compliance – The person goes along with the request grudgingly, putting in minimal effort Resistance – The person is opposed to the request and tries to avoid it Which Bases of Power are most Effective? The General Dependence Postulate The most important aspect of power is that it is a function of dependence A general postulate is the greater B’s dependence on A, the greater the power A has over B. Dependence is inversely proportional to the alternative sources of supply So, what creates dependence? What power bases do they have? Your boss (over you): You (over your boss): Unions (over management): Unions (over employees): Charismatic CEOS (over employees): Charismatic CEOS (over NON-employees):  Influence Tactics Influence Tactic Definition Rational Persuasion Person A uses logical arguments and factual evidence to persuade person B that a proposal or request is viable and likely to result in the attainment of task objectives. Inspirational Appeals Person A makes an emotional request or proposal that arouses enthusiasm by appealing to person B’s values and ideals, or by increasing person B’s confidence that person B can do it. Consultation Person A seeks person B’s participation in making a decision or planning how to implement a proposed policy, strategy, or change. Ingratiation Person A seeks to get person B in a good mood or to think favourably of person A before asking person B to do something. Exchange Person A makes an explicit or implicit promise that person B will receive rewards or tangible benefits if person B complies with a request or supports a proposal or reminds person B of a prior favour to be reciprocated. Personal Appeal Person A appeals to person B’s feelings of loyalty and friendship toward person A  Influence Tactics Influence Tactic Definition Coalition Person A seeks the aid of others to persuade person B to do something or uses the support of others as an argument for person B to agree also. Legitimating Person A seeks to establish the legitimacy of a request by claiming the authority or right to make it or by verifying that it is consistent with organizational policies, rules, practices, or traditions. Upward Appeals Person A seeks to persuade person B that the request is approved by higher management or appeals to higher management for assistance in gaining person B’s compliance with the request. Pressure Person A uses demands, threats, or intimidation to convince person B to comply with a request or to support a proposal. Influence Tactics Some influence tactics are more effective than others. Which ones? Which one tends to backfire? Which is the least effective? Political Skill Political skill is the ability to influence others in such a way as to enhance one’s objectives Research indicates that: Politically skilled individuals use influence tactics more effectively Political skills appear to be more effective when stakes are high Politically skilled people are able to exert influence without others detecting it How Power Affects People Power can lead people to place their own interests ahead of others Powerful people react (more negatively) to any threats to their competence More willing to denigrate others Power also leads to overconfident decision making The toxic effects of power depend on the wielder’s personality The corrosive effect of power can be contained by organizational systems We have the means to blunt the negative effects of power The people most likely to abuse power are those who start low in status and gain power Harassment People who engage in harassment in the workplace are typically abusing their power position Bullying can happen across levels of the organization, or among co- workers Manager-employee - where position power gives the manager the capacity to reward and coerce Co-workers  Sexual Harassment Unwelcome behaviour of a sexual nature in the workplace that negatively affects the work environment or leads to adverse job-related consequences for the employee Unwanted physical touching Recurring requests for dates when the person is clearly not interested Coercive threats that a person will lose job if they refuse a sexual proposition More subtle forms (harder to interpret): Unwanted looks or comments, Sexual innuendo Jokes, Sexual artifacts such as nude calendars in the workplace Misinterpretations of line between “being friendly” ends and “harassment” begins Sexual Harassment Have an active policy Reassure employees they will not encounter retaliation if they raise a complaint Investigate every complaint Discipline or terminate offenders Set-up in-house seminars Who is liable? Empower Employees What is it? The freedom and the ability of employees to make decisions and commitments Why do it? Increases job satisfaction, efficiency and productivity Any drawbacks? Some people don’t want to be empowered! Depends on personality and needs Can increase stress Characteristics of Empowered Employees Self-determination. They choose how to do their work (they are not micromanaged) Sense of meaning. They care about what they do because they consider what they do has an important purpose Sense of competence. They believe that they can perform their work well Sense of impact. They believe that their ideas are listened to and that they can influence work outcomes How can you empower employees? Why Do Politics in an Organization Exist? Organizations are made up of groups and individuals who have differing values, goals and interests Resources in organizations are limited Performance outcomes are not completely clear and objective Types of Political Activity Attacking or blaming others Praising others Using information Building coalitions Managing impressions Associating with influential Building support for ideas people Creating obligations Impression Management Techniques Conformity. Agreeing with someone else’s Excuses. Explaining a predicament-creating event opinion to gain their approval is a form of aimed at minimizing the apparent severity of the ingratiation. predicament is a defensive IM technique. Example: A manager tells his boss, “You’re Example: A sales manager says to her boss, “We absolutely right on your reorganization plan for the failed to get the ad in the paper on time, but no one western regional office. I couldn’t agree with you responds to those ads anyway.” more.” Apologies. Admitting responsibility for an Favours. Doing something nice for someone to undesirable event and simultaneously seeking to gain that person’s approval is a form of get a pardon for the action is a defensive IM ingratiation. technique. Example: A salesperson says to a prospective Example: An employee says to his boss, “I’m sorry client, “I’ve got two tickets to the theatre tonight I made a mistake on the report. Please forgive that I can’t use. Take them. Consider it a thank- me.” you for taking the time to talk with me.” Impression Management Self-Promotion. Highlighting your best qualities, Flattery. Complimenting others about their virtues downplaying your deficits, calling attention to your in an effort to make yourself appear perceptive achievements is a self-focused IM technique. and likeable is an assertive IM technique. Example: A salesperson tells his boss, “Matt Example: A new sales trainee says to her peer, worked unsuccessfully for three years to try to get “You handled that client’s complaint so tactfully! I that account. I sewed it up in six weeks. I’m the could never have handled that as well as you best closer this company has.” did.” Enhancement. Claiming that something you did Exemplification. Doing more than you need to in is more valuable than most other members of the an effort to show how dedicated and hard- organization would think is a self-focused IM tech. working you are is an assertive IM technique. Example: A journalist tells his editor, “My work on Example: An employee sends emails from his this celebrity divorce story was really a major work computer when he works late so that his boost to our sales” (even though the story only supervisor will know how long he has been made it to page 3 in the entertainment section). working. Being Smart About Office Politics - Frame arguments in terms of organizational goals - Develop the right image - Gain control of organizational resources - Make yourself indispensable - Be visible - Develop powerful allies - Avoid “tainted” members - Support your manager Conflict Defined A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about Functional Supports the goals of the group and improves its performance Dysfunctional Hinders group performance Types of Conflict Task conflict: conflict over the content and goals of the work Relationship conflict: conflict based on interpersonal relationships Almost always dysfunctional Can be psychologically exhausting Process conflict: conflict over how work gets done Conflict & Performance Loci of Conflict Dyadic conflict is conflict that occurs between two people Intragroup conflict is conflict that occurs within a group or team Intergroup conflict is conflict between different groups or teams Sources of Conflict Communication: Through semantic difficulties, misunderstandings and “noise” in the communication channels Structure: Size, specialization, and composition of the group Ambiguity responsibility Zero-sum reward systems Leadership style The diversity of goals If one group is dependent on another Sources of Conflict: Personal Variables Personality People high in disagreeableness, neuroticism, or self-monitoring are prone to tangle with other people more often, and to react poorly when conflict occurs Emotions Values Five ways to resolve conflicts Avoiding Yielding Forcing Sources: gak; alexanderino; EYLC Five ways to resolve conflicts Compromising Problem Solving Sources: Loriane, Zachary, Agnes & Nicholas; Jeff Bauche Five ways to resolve conflicts Techniques for Managing Work-Related Conflicts Problem solving Developing overarching goals Smoothing Compromising Avoiding Expansion of resources Authoritative command Altering the human variable Altering the structural variables Reasons for Personality Conflict Cultural differences Inequalities Misunderstandings Blaming How to handle personality conflicts Communicate directly Avoid dragging co-workers in Seek help What else?  Personality conflicts If you’re having a personality If your colleagues are having a conflict... personality conflict... Communicate directly with the Try not to get involved. Suggest they other person. Emphasize problem work it out themselves in a solving & common objectives. constructive way. DON’T: DON’T - Get emotional - Get emotional - Drag co-workers into the conflict - Take sides If it persists, refer to their supervisors Negotiation Process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them Within a negotiation, individuals have issues, positions, and interests Issues are items that are specifically placed on the bargaining table for discussion Positions are the individual’s stand on the issues Interests are the underlying concerns that are affected by the negotiation resolution Bargaining Strategies Distributive bargaining is a negotiation that seeks to divide up a fixed amount of resources; a win-lose solution Fixed pie is the belief that there is only a set amount of goods or services to be divided up between the parties Integrative bargaining is a negotiation that seeks one or more settlements that can create a win-win solution  Distributive vs Integrative Bargaining Characteristic Distributive Bargaining Integrative Bargaining Goal Get as much of the pie as Expand the pie so that both possible parties are satisfied Motivation Win–lose Win–win Focus Positions (“I can’t go Interests (“Can you explain beyond this point on this why this issue is so issue.”) important to you?”) Interests Opposed Congruent Information sharing Low (Sharing information High (Sharing information will only allow other party will allow each party to find to take advantage) ways to satisfy interests of each party) Duration of relationship Short term Long term Negotiation Process BATNA is the best alternative to a negotiated agreement; the outcome an individual faces if negotiations fail The bargaining zone is the zone between each party’s resistance point, assuming that there is overlap in this range Negotiation Factors Extraverts are outgoing and friendly, they tend to share more information than they should Agreeable people are more interested in finding ways to cooperate rather than to butt heads Emotions—especially negative ones—matter to negotiation Research indicates that women may experience a backlash due to showing gender-stereotypical behaviours Having a reputation for being trustworthy matters Social, interpersonal component of relationships with repeated negotiations Third-Party Conflict Resolution Mediator: a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives Labour-management negotiations and civil court disputes Settlement rate is about 60 percent; satisfaction rate is about 75 percent Participants must be motivated to bargain and settle Best under moderate levels of conflict Mediator must appear neutral and non-coercive Arbitrator: has authority to dictate an agreement Voluntary (requested) or compulsory (imposed by law or contract) Always results in a settlement May result in further conflict Third-Party Conflict Resolution Conciliator: Trusted third party who provides an informal communication link between the negotiator and the opponent Informal link Used extensively in international, labour, family, and community disputes Fact-find, interpret messages, persuade disputants to develop agreements Tips for Successful Negotiations Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasize win-win solutions Create an open and trusting climate Next Class Organizational Culture 55 How can you empower employees? Clearly define company’s values and mission Help employees acquire the relevant skills (train them) Support employees in their decision making; don’t criticize when they try to do something extraordinary Recognize employees for their efforts