Power & Conflict Conflict in Organizations

 Groups may be dispersed across locations

 Intergroup conflict requires three
ingredients: Reasons for Conflict

 Group Identification  Goal Incompatibility

 Observable Group Differences  Differentiation
 Frustration  Task Interdependence
 Limited Resources

Conflict is similar to competition but more severe

14-Dec-21 Source: Daft, 2019 1

Power & Conflict An Example of Conflict

Who is right and who is wrong ?

14-Dec-21 Source: Daft, 2019 2
Power & Conflict Behaviour Models in Conflict

14-Dec-21 Source: Daft, 2019 3

Power & Conflict Consequences & Tactics

How to reduce conflict?

 Create shared mission & goals

 Confront the issues
 Create integration mechanism
 Schedule intergroup consultation
 Member rotation
 Negotiation

14-Dec-21 Source: Daft, 2019 4

Power & Conflict Negotiation Strategies

Which one is more appropriate in organizations & why ?

14-Dec-21 Source: Daft, 2019 5
Power & Conflict Power

 Capacity to influence the behavior of others

 Power may exist, but need not be used always.
 Power is a function of dependence -
 power over you only if he or she controls something you desire.

 Coercive Power
Types of Power  Reward Power
 Legitimate Power
 Expert Power
 Referent Power
14-Dec-21 Source: Robbins et al., 2019 6
Power & Conflict Power

 Expert and referent power are positively related to employees’ satisfaction

 Reward and legitimate power seem to be unrelated to the Org commitment.
 Coercive power can be damaging.

 When you possess anything others require

Most important aspect of  but that you alone control,
power?  you make them dependent upon you
 and, therefore, you gain power over them.

 Importance
What creates dependence ?  Scarcity
 Non-substitutability
14-Dec-21 Source: Robbins et al., 2019 7
Power & Conflict Authority

 Defined by the formal hierarchy and reporting relationships

 Vested in organizational positions
 Accepted by subordinates
 Flows down the vertical hierarchy

 Power can be exercised upward, downward, and horizontally

 Authority is exercised downward along the hierarchy

14-Dec-21 Source: Daft, 2019 8

Power & Conflict Vertical & Horizontal Sources of Power

 Formal Position – legitimate power accrued to top positions

 Resources – resources can be used as a tool for power
 Control of Information – information is a primary business source
 Network Centrality – being centrally located in the structure & having access
 People – loyal executives/managers under you

 Relationships across departments, divisions, units

 Strategic Contingencies – groups most responsible for key decisions

14-Dec-21 Source: Daft, 2019 9

Power & Conflict Empowerment

 Power sharing, the delegation of power or authority to subordinates

 Sharing of Information
 Transparency in Procedures
 Empowerment benefits:
 Employees receive information about company performance
 Employees have knowledge and skills to contribute to company goals
 Employees have the power to make decisions

14-Dec-21 Source: Daft, 2019 10

Power & Conflict Political Behaviour

Political skill:
 ability to influence others for own goals

Political behavior:
 activities not part of formal role,
 but that influence the distribution of
 advantages or disadvantages in the firm.

14-Dec-21 Source: Daft, 2019 11

Power & Conflict Political Tactics in Organizations

Can you give examples of political tactics in organizations?

14-Dec-21 Source: Daft, 2019 12

Power & Conflict Influence Tactics

 Legitimacy
 Rational persuasion
 Inspirational appeals
 Consultation
 Exchange  Rational persuasion, inspirational appeals, and

 Personal appeals consultation are most effective when the

 Ingratiating audience is interested in outcomes.

 Pressure  Pressure tends to backfire.

 Coalitions  Both ingratiation and legitimacy can lessen the

negative reactions

14-Dec-21 Source: Robbins et al., 2019 13

Power & Conflict Group Activity

 Legitimacy
Group that Group that gets influenced
 Rational persuasion influences

 Inspirational appeals Ops Finance Sales Customer Supplier Customer

Service
 Consultation Ops NA
Finance NA
 Exchange
Sales NA
 Personal appeals Cust Service NA

 Ingratiating Supplier NA
Customer NA
 Pressure
 Coalitions

Which of these influence tactics can be used by each group to influence others?
Articulate Why ?
14-Dec-21 Source: Robbins et al., 2019 14