Power, and Politics

Presented by: Diandra Bremond and Joycelyn McDonald

Objectives
Define Power, and Contrast Leadership and

Power Contrast the Five Bases of Power Legitimate vs. Illegitimate Politics in an Organization Expert vs. Referent Power Identify Nine power or Influence Tactics Factors Influencing Political Behavior Responses to Politics in an Organization Power and Politics in Context Managerial Implications to Politics

Power Clip
http://www.youtube.com/watch?v=TOXzAyc---g

Defining Power
Person As capacity to influence the behavior of

Persons B so that Person B agrees to Person As wishes.

Power exists as a potential or fully used influence

over a dependent relationship.

Dependency is defined as Person Bs relationship to

Person A when Person A possesses something that B requires.

Leadership vs. Power

Leadership Focuses on Goal Achievement Requires Goal Compatibility with Followers Focuses Influence Downward Power Used as a Means for Achieving Goals Requires Follower Dependency Used to Gain Lateral and Upward Influence

Bases of Power-Formal
Coercive Power- A power base dependent on fear of

negative results.
Reward Power-Compliance achieved based on the

ability to distribute rewards that others view as valuable.

Legitimate Power-The formal authority to control and

use resources based on a persons position in the formal hierarchy.

Bases of Power-Personal
Power that is influenced from an individuals

characteristics, the most important bases of power are below:

Expert Power Referent Power

Influence based on special skills or knowledge.

Influence based on possession by an individual of desirable resources or personal traits.

Power and Politics in Context

Political Behavior- Activities that are not required as part of ones

formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization.
Legitimate Normal everyday politics complaining, bypassing, obstructing Illegitimate Extreme political behavior that violates the implied rules of the game: sabotage, whistleblowing, and symbolic protest

Power Tactics
Legitimacy

Rational persuasion
Inspirational appeals Consultation Exchange Personal appeals

Ingratiation

Factors Influencing Political Behavior

Individual Factors High self monitors Internal locust of control High mach personality Perceived Job Alternatives Expectations of Success Organizational Factors Low trust Unclear performance evaluation system Role ambiguity Promotion Opportunities Self-serving senior managers

Responses to Politics in an Organization

Decreased job satisfaction. Increased anxiety and stress.

Increased turnover.
Reduced performance.

Managerial Implications to Politics

Increase your power by having others depend

on you more.
Expert and knowledge power are far more

effective than is coercion(forcing someone to do something).

Effective managers accept the political nature

of organizations.

Conflict and Negotiation within the Organization

Presented by: Diandra Bremond and Joycelyn McDonald

Objectives
The learner will:
Define Conflict Compare and contrast conflict views Stages of Conflict Explore Conflict Resolution Techniques BATNA Discuss Third Party Roles in Negotiation Discuss Managerial Implications in Conflict Negotiation

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

Views of Conflict
Traditional 1930s-1940s The belief that all conflict is harmful and must be avoided. Human Relations 1940s-1970s The belief that conflict is a natural and inevitable outcome in any group. Interactionist Current The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

Stages of Conflict
Potential opposition or incompatibility Cognition and personalization Intentions Behavior Outcomes

Defining Negotiation
A process in which two or more parties exchange goods

or services and attempt to agree on the exchange rate for them.

Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation. Integrative Bargaining Negotiation that seeks one or more settlements that can create a win-win solution.

BATNA
The Best Alternative To a Negotiated Agreement

1. Preparations and Planning

2. Definition of ground rules 3. Clarification and justification

4. Bargaining and problem solving

5. Closure and implementation

Note: Personality traits play a role in negotiation effectiveness

Third-Party Roles in Negotiation

Mediator-A neutral third party who facilitates a negotiated solution

by using 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.

Consultant-An impartial third party, skilled in conflict management,

who attempts to facilitate creative problem solving through communication and analysis.

Managerial Implications in Conflict Negotiation

Reduce excessive conflict by: 1. Competition 2. Collaboration 3. Avoidance 4. Accommodation 5. Compromise

This isJeopardy
https://jeopardylabs.com/play/power-politics-and-conflict-in-

an-organization

References
Robbins, S. ,Judge, T.(2011). Organizational Behavior. New Jersey: Prentice Hall