权力与冲突管理(英文)ppt课件

1、PowerThe ability or potential to influence others in a desired directionPower is not inherently bad - The need to influence and direct others is an integral part of managementPower: Dependency ModelReciprocal dimensionsIndividuals cede power to the extent that they must (or perceive they must) rely

2、on others to accomplish tasks.Individuals who are relied upon accrue power.Power and DependencyDependency increases when:Jobs become more specializedTasks become more interdependentAuthority is diffusedEnvironment becomes more uncertainTechnology increasesPower: Exchange ModelNot merely a counteract

3、ion to dependencyPower is an exchange process. Part of social interactionOrganization is run through a series of individual negotiationsPower: Exchange ModelPerson 1 commands resources needed by Person 2Person 1 exchanges resources, in return Person 2 complies with Person 1s requestsPower: Empowerme

4、nt ModelPower is not a finite resourceOrganizational power grows through sharing itPower: Empowerment ModelEffective use of power requires training and experiencePower carries the concomitant need to act responsibly.Empowerment usually fails in cases where users have no pervious experience in its us

5、e. Power: Empowerment ModelModel has grown in popularity from recognition that powerlessness has adverse effects on orgs.e.g., lowered motivation and commitmentPower: Empowerment ModelSources of Powerlessness1. Organizational Culture2. Management Style3. Job Design4. Reward SystemsLegitimacy of powe

6、rPeople will follow direction or be persuaded through a number of causes such asFear of consequences of not obeyingDesire for rewardsNeed for resources controlled by an individualBelief in the legitimacy of a persons powerI.e., they wield moral authority orYou believe that their direction will resul

7、t in the greater good for an organizationLegitimacy is the most difficult way to achieve powerHardest to unseat once its establishedPower - sourcesPeople derive power from 3 basic sources:1. The position they hold2. Their personal characteristics3. The resources or information they can access and co

8、ntrolPosition PowerPower that is accrued by virtue of where you are in the organization:AuthorityLegitimate power:Subordinates obey orders because they view them as legitimate due to the position that a manager holds in the organization.Position Power contdControl of rewards and punishments:“Stick a

9、nd carrot power. May also be coercive power.Centrality:The degree to which a position is linked to and important to the activities of other individuals and subunits.Personal PowerBased on individual knowledge and ability or personal influence over other individuals.Expertise:Based on unique or speci

10、al knowledge.Personal PowerCharisma/Referent:Personal charm and persuasiveness.Referent - person is attached to or identifies with an individual and therefore can be influencedIndividuals with charisma often develop referent power because they attract others to follow.Personal PowerCoercionPower exe

11、rcised through fear of adverse consequencesMy have adverse consequences such as stress, turnover and anxietyResource and Information Based PowerControl of Scarce Resources:Largely self-explanatory, but be sure you understand what resources are integral to your job. Not always obvious: e.g., keys to

12、rooms, projectors etc.Resource and Information Based PowerControl of resources can also include an individual/units ability to bring in resources from outside the organization. e.g., Successful grant writers often exert power beyond what may appear from their position in an organization.Resource and

13、 Information Based PowerIndividuals or groups may themselves be scarce resources.Unsubstitutability:How hard is it for any other group or individual to perform certain tasks? How integral are these tasks to the organization?UnsubstitutabilityIndividuals or groups often create these situations by per

14、forming duties, but not explaining how theyre done.Often discussed in computer centers in the debate over service provision versus end-user training.Information is a resourcePeople who command information also command power.Maximally useful in:Situations of UncertaintyIndividuals dislike uncertainty

15、 and individuals who can relieve this uncertainty acquire power(Dependency Relationship)Conflict and NegotiationConflict:“the process which begins when one party perceives that the other has frustrated or is about to frustrate some concern of his or hers.Conflict and NegotiationIn general, the likel

16、ihood of conflict increases when:Parties interactView their differences as incompatibleSee conflict as a constructive way of resolving disagreementsConflict occurs when:More specifically, conflict occurs when:1. Mutually exclusive goals or values exist in fact, or are perceived to exist, by the grou

17、ps involved.2. Interaction is characterized by behavior designed to defeat, reduce, or suppress the opponent, or to gain a mutually designated victoryConflict occurs when:3. The groups face each other with mutually opposing actions and counteractions.4. Each group attempts to create a relatively fav

18、ored position in relation to the other.Conflict is not inherently bad:Positive outcomes:Better ideas/decisionsNew approaches to solve problemsSurfacing and then resolving of long-standing problemsClarification of individual viewsIncreased interest and creativityNegative outcomes of conflictNegative

19、outcomes:Increased distance between peopleClimate of mistrust and suspicionResistance rather than teamworkIncreased turnoverFeelings of defeat/humiliationPerception and conflictPerceptions play a large role in conflicts.Individuals may frame their perceptions along 3 dimensions:a. Relationship/Taskb

20、. Emotional/Intellectualc. Cooperate/WinHow individuals or groups handle conflict often depends on how they frame it in each dimensionWhether the outcome of conflict is good or bad depends on a variety of factors:Sociocultural contextIssues involvedCognitive frame i.e., competitive outlooks are less

21、 likely to seek a compromise or functional outcome4.Characteristics of the participantsknowledge, experience, personal style influence outcomes5.Misjudgments and MisperceptionsStages of ConflictConflict changes over time1. LatentConditions for conflict existfoundations for disagreement2. PerceivedDi

22、fferences are made public3. FeltInvolved parties begin to feel tense as the result of conflicti.e., the conflict becomes personalStages of Conflict4. Manifest conflictObservable behavior emerges that is designed to pursue one partys goals or frustrate anothers.5. Conflict aftermathConflict Resolutio

23、nBasic paradigms of negotiation:Distributive bargainingIntegrative bargainingConflict ResolutionDistributive - Classic view. Adversarial roles. One partys claim is another partys loss. Offer/Counter-offer strategy.Power is of paramount importance.Conflict ResolutionIntegrative -Transform the process

24、 into a mutually advantageous one.Problem solving rather than win-lose approach.Conflict resolution styles1. Competingsatisfying your concerns but not the other partysWorks well in:emergenciesunpopular decisionsone party is absolutely correctone party has significantly more powerConflict resolution

25、styles2. Collaborationproblem solving with the aim of maximizing satisfaction to all parties (integrated solution)working together to achieve common goalsWorks well when:Both sets of goals are too important to compromiseFeelings have interfered with a relationshipConflict resolution styles3. Comprom

26、iseSharing positions, but not moving to extremes of assertiveness or cooperationWorks well when:Both sets of goals are important but enough so to make either party assertiveParties have equal powerTime pressures are significantConflict resolution styles4. AvoidanceWithdrawing or avoiding the conflic

27、tSatisfy neither their own nor the other partys concernsWorks well when:Issues are trivialIndividuals have little chance of satisfying their goalsResolving the conflict will result in significant disruptionConflict resolution styles5. AccommodationOne party satisfies the others concerns without addr

28、essing their ownWorks well when:One party realizes they are wrongIssues are more important to others than yourselfBuilding social credits for later use is importantHarmony & stability are importantSubordinates need to learn from their mistakesConflict resolution - A few practical pointsLook for poin

29、ts of agreementDont argue over areas where you agree Conflict resolution - Formal MethodsI. Grievance ProceduresFormal process by which workers complain to management in cases where they feel mistreated or their rights were violated.Grievance ProceduresProvides a mechanism to:1. respond to workers c

30、omplaints2. clarify workers and employers rights3. formally bring a complaint to the attention of management (and or union officials)4. define a complaint5. structure a meeting between partiesConflict ResolutionII. Mediation and ArbitrationThird-party interventions with trained intermediaries.Mediat

31、or - facilitates communication and resolution between two or more parties.Arbitrator - acts as judge and makes a decision on an issue.Mediation and ArbitrationBasic negotiation paradigms are differentArbitration - trying to convince a judge that your side is the right oneMediation - Trying to reach

32、a mutual point of agreementTechniques for more successful negotiations1. PrepareUnderstand the problem thoroughlyUnderstand the other side thoroughlyNegotiation techniques2. Evaluate AlternativesWhat can you live with?What do you ideally want?What cant you live with?Understand what you can and cant bargain over.Negotiation techniques3. What are the actual interests of both parties?You know what