CHAPTER 13 (POWER AND POLITICS)
- Influence based on identification with
Power
- A capacity that A has to influence
the behavior of B so that B acts in
accordance with A’s wishes.
Dependence
- B’s relationship to A when A
possesses something that B
requires.
- the most important aspect of power.
Formal Power
- is based on an individual’s position
in an organization.
Coercive Power
- A power base that is dependent on
fear of the negative results from
failing to comply.
Reward Power
- Opposite of Coercive Power
- Compliance achieved based on the
ability to distribute rewards that
others view as valuable
Legitimate power
- The power a person receives as a
result of his or her position in the
formal hierarchy of an organization
Personal Power
- Influence derived from an
individual’s characteristics
Expert Power
- Influence based on special skills or
knowledge
Referent Power
a person who has desirable
resources or personal traits.
What Creates Dependence?
1. Importance
a. If nobody wants what you
have, it’s not going to create
dependence.
2. Scarcity
a. We see the
scarcity–dependence
relationship in the power of
occupational categories
3. Nonsubsitutability
a. The fewer viable substitutes
for a resource, the more
power control over that
resource provides.
Power Tactics
- Ways in which individuals translate
power bases into specific actions.
9 distinct influence tactics:
● Legitimacy. Relying on your authority
position or saying a request accords with
organizational policies or rules.
● Rational persuasion. Presenting logical
arguments and factual evidence to
demonstrate a request is reasonable.
● Inspirational appeals. Developing
emotional commitment by appealing
to a target’s values, needs, hopes, and
aspirations.
● Consultation. Increasing the target’s
support by involving him or her in
deciding how you will accomplish your plan.
● Exchange. Rewarding the target with
benefits or favors in exchange for
following a request.
● Personal appeals. Asking for compliance
based on friendship or loyalty.
● Ingratiation. Using flattery, praise, or
friendly behavior prior to making
a request.
● Pressure. Using warnings, repeated
demands, and threats.
● Coalitions. Enlisting the aid or support of
others to persuade the target
to agree.
Political Skill
- The ability to influence others in
such a way as to enhance one’s
objectives.
Sexual Harassment
- Any unwanted activity of a sexual
nature that affects an individual’s
employment and creates a hostile
work environment
Political Behavior
- Activities that are not required as
part of a person’s formal role in the
organization but that influence, or
attempt to influence, the distribution
of advantages and disadvantages
within the organization.
Factors contributing to political behavior:
Defensive Behaviors
- Reactive and protective behaviors
to avoid action, blame, or change
Impression management (IM)
- The process by which individuals
attempt to control the impression
others form of them.
Impression Management (IM) Techniques:
1. Conformity
a. Agreeing with someone
else’s opinion to gain his or
her approval is a form of
ingratiation.
2. Favors
a. Doing something nice for
someone to gain that
person’s approval is a form of
ingratiation.
3. Excuses
a. Explanations of a
predicament-creating event
aimed at minimizing the
apparent severity of the
predicament is a defensive
IM technique.
4. Apologies
a. Admitting responsibility for an
undesirable event and
simultaneously seeking to
get a pardon for the action is
a defensive IM technique.
5. Self-Promotion
a. Highlighting one’s best
qualities, downplaying one’s
deficits, and calling attention
to one’s achievements is a
self-focused IM technique.
6. Enhancement
a. Claiming that something you
did is more valuable than
most other members of the
organizations would think is a
self-focused IM technique
7. Flattery
a. Complimenting others about
their virtues in an effort to
make oneself appear
perceptive and likeable is an
assertive IM technique
8. Exemplification
a. Doing more than you need to
in an effort to show how
dedicated and hard working
you are is an assertive IM
technique.
CHAPTER 14 (CONFLICT AND
NEGOTIATION)
Conflict
- 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.
Traditional view of conflict
- The belief that all conflict is harmful
and must be avoided.
Interactionist view of conflict
- The belief that conflict is not only a
positive force in a group but also an
absolute necessity for a group to
perform effectively
Functional Conflict
- Conflict that supports the goals of
the group and improves its
performance.
Dysfunctional Conflict
- Conflict that hinders group
performance.
Task Conflict
- Conflict over content and goals of
the work.
Relationship Conflict
- Conflict based on interpersonal
relationships.
Process Conflict
- Conflict over how work gets done.
Conflict Process
- A process that has five stages:
potential opposition or
incompatibility, cognition and
personalization, intentions, behavior,
and outcomes
Perceived Conflict
- Awareness by one or more parties of
the existence of conditions that
create opportunities for conflict to
arise.
Felt Conflict
- Emotional involvement in a conflict
that creates anxiety, tenseness,
frustration, or hostility
Intentions
- Decisions to act in a given way.
Competing
- A desire to satisfy one’s interests,
regardless of the impact on the other
party to the conflict
Collaborating
- A situation in which the parties to a
conflict each desire to satisfy fully
the concerns of all parties
Avoiding
- The desire to withdraw from or
suppress a conflict.
Accommodating Fixed Pie
- The willingness of one party in a - The belief that there is only a set
conflict to place the opponent’s amount of goods or services to be
interests above his or her own. divvied up between the parties.

Compromising Integrative Bargaining

- A situation in which each party to a - Negotiation that seeks one or more
conflict is willing to give up settlements that can create a
something. win–win solution

Conflict Management The Negotiation

- The use of resolution and stimulation - Preparation
techniques to achieve the desired and planning
level of conflict - Definition of
ground rules
- Classification
and
Justification
- Bargaining
and
Problem-Solvi
ng
- Closure and
Implementatio
n.

BATNA
Negotiation - The best alternative to a negotiated
- A process in which two or more agreement; the least the individual
parties exchange goods or services should accept.
and attempt to agree on the - Best Alternative To A Negotiated
exchange rate for them. Agreement.

Distributive Bargaining Mediator

- Negotiation that seeks to divide up a - A neutral third party who facilitates a
fixed amount of resources; a negotiated solution by using
win–lose situation. reasoning, persuasion, and
suggestions for alternatives.
Arbitrator
- A third party to a negotiation who
has the authority to dictate an
agreement.

Conciliator
- A trusted third party who provides an
informal communication link
between the negotiator and the
opponent
-