Organizational ch 13,15 (W5-b) Flashcards
(36 cards)
Power
Ability of a person or a group to do something which they would not have done withpught that ability
Organizational politics
the activities in which managers increase their power and achieve goals that are beneficial to the organization
Political decision making
making of decision by active disagreement of organization goals
Types of formal individual power
Legitimate, reward, corrective and informational power
Legitimate power
type of formal power that is based on the legal power or abilities
Reward power
type of formal power that is based on ability to give rewards, promotions and projects to employees
Corrective power
type of formal power that is based on the ability to give or withdraw punishments
informational power
Formal power that arises from ability to give and control information
Types of informal individual power
Expert, referent and charismatic power
Expert power
informal type of power that arises from superior skills and expertise
Referent power
informal power that arises because somebody is liked or admired or respected
Charismatic power
intense form od referent power that arises fromm somebody’s personality or other traits that cause others to like or believe that person
Four sources of function and department power
1) ability to control unforeseen events
2) Ireplacability
3) Centrality ( more central function of department is –> more power)
4) Ability to control and generate resources
Source of interpersonal and intergroup conflict
1) Differentiation
2) Task relation
Differentiation (source of interpersonal and intergroup conflict)
a) difference in functional orientations ( dividing organization into functions creates conflicts)
b) status inconsistenties ( Some departments over time might start seeing themselves as more important then others)
all creates conflict
Task relation (source of interpersonal and intergroup conflict)
a) Overlap in authority
b) Mutual dependency
c) Conflic in system of evaluation ( injustice)
all creates conflict
Phases in Pondy’s model of organizational conflict
Latent, perceived, sensed, manifest and aftermath conflict
Latent conflict Pondy’s model
phase where there is potential conflict
Perceived conflict Pondy’s model
parties perceived blocking of their goals by actions of another party
Sensed conflict Pondy’s model
parties start to develop negative feelings towards each other
Manifest conflict Pondy’s model
Party decide to actively react to the other party y blocking and hurting each other
Aftermath conflict Pondy’s model
resolution of a conflict by compromise or collaboration
Negotiation
Process by which groups in conflict meet together to solve the conflict
Types of negotiation (5)
Compromise (solution accepted by both parties)
Collaboration
Accommodation (one party allows other to do something)
Avoidance ( parties refuse to acknowledge the problem)
Commpetition–> leads to the worse conflict
