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There are five conflict-handling styles. What types of power/influence tactics would be best suited for each conflict-handling style? Justify your answer.   CONFLICT HANDLING STYLEs: Avoiding, Accommodating, Competing, Compromise, collaborating.

There are five conflict-handling styles. What types of power/influence tactics would be best suited for each conflict-handling style? Justify your answer.   CONFLICT HANDLING STYLEs: Avoiding, Accommodating, Competing, Compromise, collaborating.

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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2) There are five conflict-handling styles. What types of power/influence tactics would be best suited for each conflict-handling style? Justify your answer.

 

CONFLICT HANDLING STYLEs: Avoiding, Accommodating, Competing, Compromise, collaborating.

432 PART THREE SOCIAL BEHAVIOUR AND ORGANIZATIONAL PROCESSES This vignette illustrates the main themes of this chapter-power, politics, and ethics. First, we will define power and discuss the bases of individual power. Then, we will examine how people get and use power and who seeks it. After this, we will explore how organiza- tional subunits, such as particular departments, obtain power, define organizational politics, and explore the relationship of politics to power. Finally, we will look at ethics in organiza- tions and sexual harassment. LO 12.1 WHAT IS POWER? Power is the capacity to influence others who are in a state of dependence.2 First, notice that power is the capacity to influence the behaviour of others. Power is not always perceived or exercised. For example, most professors hold a great degree of potential power over students in terms of grades, assignment load, and the ability to embarrass students in class. Under normal circumstances, professors use only a small amount of this power. Define power, and review the bases of individual power. Power. The capacity to influence others who are in Second, the fact that the target of power is dependent on the power holder does not imply that a poor relationship exists between the two. For instance, your best friend has power to influence your behaviour and attitudes because you are dependent on him or her for friendly reactions and social support. Presumably, you can exert reciprocal influence for a state of dependence. similar reasons. Third, power can flow in any direction in an organization. Often members at higher organizational levels have more power than those at lower levels. However, in specific cases, reversals can occur. For example, the janitor who finds the president in a compromising posi- tion with a subordinate might find himself in a powerful position if the president wishes to maintain his reputation in the organization! Finally, power is a broad concept that applies to both individuals and groups. On the one hand, an individual marketing manager might exert considerable influence over the staff who report to her. On the other hand, the marketing department at XYZ Foods might be the most powerful department in the company, able to get its way more often than other departments. But from where do the marketing manager and the marketing department obtain their power? We explore this issue in the following sections. PIA PERSONAL INVENTORY ASSESSMENT Learn About Yourself Personal Empowerment Assessment THE BASES OF INDIVIDUAL POWER If you wanted to marshal some power to influence others in your organization, where would you get it? As psychologists John French and Bertram Raven have explained, power can be found in the position that you occupy in the organization or the resources that you are able to command. The first base of power–legitimate power-is dependent on one's position or job. The other bases (reward, coercive, referent, and expert power) involve the control of important resources. Legitimate Power Legitimate power derives from a person's position or job in the organization. It constitutes the organization's judgment about who is formally permitted to influence whom, and it is often called "authority." As we move up the organization's hierarchy, we find that members possess more and more legitimate power. In theory, organizational equals (e.g., all vice- presidents) have equal legitimate power. Of course, some people are more likely than others to invoke their legitimate power-“Look, I'm the boss around here." In the RCMP, one's legitimate power corresponds to one's rank in the organization's hierarchy. Organizations differ greatly in the extent to which they emphasize and reinforce legiti- Legitimate power. Power derived from a person's position or job in an organization. mate power. At one extreme is the military, which has many levels of command, differen- tiating uniforms, and rituals (e.g., salutes), all designed to emphasize legitimate power. On
Transcribed Image Text:432 PART THREE SOCIAL BEHAVIOUR AND ORGANIZATIONAL PROCESSES This vignette illustrates the main themes of this chapter-power, politics, and ethics. First, we will define power and discuss the bases of individual power. Then, we will examine how people get and use power and who seeks it. After this, we will explore how organiza- tional subunits, such as particular departments, obtain power, define organizational politics, and explore the relationship of politics to power. Finally, we will look at ethics in organiza- tions and sexual harassment. LO 12.1 WHAT IS POWER? Power is the capacity to influence others who are in a state of dependence.2 First, notice that power is the capacity to influence the behaviour of others. Power is not always perceived or exercised. For example, most professors hold a great degree of potential power over students in terms of grades, assignment load, and the ability to embarrass students in class. Under normal circumstances, professors use only a small amount of this power. Define power, and review the bases of individual power. Power. The capacity to influence others who are in Second, the fact that the target of power is dependent on the power holder does not imply that a poor relationship exists between the two. For instance, your best friend has power to influence your behaviour and attitudes because you are dependent on him or her for friendly reactions and social support. Presumably, you can exert reciprocal influence for a state of dependence. similar reasons. Third, power can flow in any direction in an organization. Often members at higher organizational levels have more power than those at lower levels. However, in specific cases, reversals can occur. For example, the janitor who finds the president in a compromising posi- tion with a subordinate might find himself in a powerful position if the president wishes to maintain his reputation in the organization! Finally, power is a broad concept that applies to both individuals and groups. On the one hand, an individual marketing manager might exert considerable influence over the staff who report to her. On the other hand, the marketing department at XYZ Foods might be the most powerful department in the company, able to get its way more often than other departments. But from where do the marketing manager and the marketing department obtain their power? We explore this issue in the following sections. PIA PERSONAL INVENTORY ASSESSMENT Learn About Yourself Personal Empowerment Assessment THE BASES OF INDIVIDUAL POWER If you wanted to marshal some power to influence others in your organization, where would you get it? As psychologists John French and Bertram Raven have explained, power can be found in the position that you occupy in the organization or the resources that you are able to command. The first base of power–legitimate power-is dependent on one's position or job. The other bases (reward, coercive, referent, and expert power) involve the control of important resources. Legitimate Power Legitimate power derives from a person's position or job in the organization. It constitutes the organization's judgment about who is formally permitted to influence whom, and it is often called "authority." As we move up the organization's hierarchy, we find that members possess more and more legitimate power. In theory, organizational equals (e.g., all vice- presidents) have equal legitimate power. Of course, some people are more likely than others to invoke their legitimate power-“Look, I'm the boss around here." In the RCMP, one's legitimate power corresponds to one's rank in the organization's hierarchy. Organizations differ greatly in the extent to which they emphasize and reinforce legiti- Legitimate power. Power derived from a person's position or job in an organization. mate power. At one extreme is the military, which has many levels of command, differen- tiating uniforms, and rituals (e.g., salutes), all designed to emphasize legitimate power. On
CHAPTER 12 POWER, POLITICS, AND ETHICS 433 the other hand, the academic hierarchy of universities tends to downplay differences in the legitimate power of lecturers, professors, chairpeople, and deans. When legitimate power works, it often does so because people have been socialized to accept its influence. Experiences with parents, teachers, and law enforcement officials cause members to enter organizations with a degree of readiness to submit to (and exercise) legitimate power. In fact, employees consistently cite legitimate power as a major reason for following their boss's directives, even across various cultures.5 This is one reason why juries often fail to believe that top executives are "out of the loop" in ethical scandals. Reward Power Reward power means that the power holder can exert influence by providing positive out- comes and preventing negative outcomes. In general, it corresponds to the concept of posi- tive reinforcement discussed in Chapter 2. Reward power often backs up legitimate power. That is, managers are given the chance to recommend raises, do performance evaluations, and assign preferred tasks to employees. Of course, any organizational member can attempt to exert influence over others with praise, compliments, and flattery, which also constitute Reward power. Power derived from the ability to provide positive outcomes and prevent negative outcomes. rewards. Coercive Power Coercive power is available when the power holder can exert influence using punishment and threat. Like reward power, it is often a support for legitimate power. Managers might be permitted to dock pay, assign unfavourable tasks, or block promotions. Despite a strong civil service system, even US government agencies provide their executives with plenty of coercive power. In the RCMP, some more senior male officers have abused their legitimate power and engaged in sexual coercion. Of course, coercive power is not perfectly correlated with legitimate power. Lower-level organizational members can also apply their share of coercion. For example, consider work- to-rule campaigns that slow productivity by strictly adhering to organizational procedures. Cohesive work groups are especially skilful at enforcing such campaigns. In Chapter 2, we pointed out that the use of punishment to control behaviour is very problematic because of emotional side effects. Thus, it is not surprising that when manag- ers use coercive power, it is generally ineffective and can provoke considerable employee resistance. Coercive power. Power derived from the use of punishment and threat. Referent Power Referent power exists when the power holder is well liked by others. It is not surprising that people we like readily influence us. We are prone to consider their points of view, ignore their failures, seek their approval, and use them as role models. In fact, it is often highly dis- Referent power. Power derived from being well liked by others. sonant to hold a point of view that is discrepant from that held by someone we like." Referent power is especially potent for two reasons. First, it stems from identification with the power holder. Thus, it represents a truer or deeper base of power than reward or coer- cion, which may stimulate mere compliance to achieve rewards or avoid punishment. In this sense, charismatic leaders (Chapter 9) have referent power. Second, anyone in the organiza- tion may be well liked, irrespective of his or her other bases of power. Thus, referent power is available to everyone from the janitor to the president. Friendly interpersonal relations often permit influence to extend across the orga- nization, outside the usual channels of legitimate authority, reward, and coercion. For example, a production manager who becomes friendly with the design engineer through participation in a task force might later use this contact to ask for a favour in solving a production problem.
Transcribed Image Text:CHAPTER 12 POWER, POLITICS, AND ETHICS 433 the other hand, the academic hierarchy of universities tends to downplay differences in the legitimate power of lecturers, professors, chairpeople, and deans. When legitimate power works, it often does so because people have been socialized to accept its influence. Experiences with parents, teachers, and law enforcement officials cause members to enter organizations with a degree of readiness to submit to (and exercise) legitimate power. In fact, employees consistently cite legitimate power as a major reason for following their boss's directives, even across various cultures.5 This is one reason why juries often fail to believe that top executives are "out of the loop" in ethical scandals. Reward Power Reward power means that the power holder can exert influence by providing positive out- comes and preventing negative outcomes. In general, it corresponds to the concept of posi- tive reinforcement discussed in Chapter 2. Reward power often backs up legitimate power. That is, managers are given the chance to recommend raises, do performance evaluations, and assign preferred tasks to employees. Of course, any organizational member can attempt to exert influence over others with praise, compliments, and flattery, which also constitute Reward power. Power derived from the ability to provide positive outcomes and prevent negative outcomes. rewards. Coercive Power Coercive power is available when the power holder can exert influence using punishment and threat. Like reward power, it is often a support for legitimate power. Managers might be permitted to dock pay, assign unfavourable tasks, or block promotions. Despite a strong civil service system, even US government agencies provide their executives with plenty of coercive power. In the RCMP, some more senior male officers have abused their legitimate power and engaged in sexual coercion. Of course, coercive power is not perfectly correlated with legitimate power. Lower-level organizational members can also apply their share of coercion. For example, consider work- to-rule campaigns that slow productivity by strictly adhering to organizational procedures. Cohesive work groups are especially skilful at enforcing such campaigns. In Chapter 2, we pointed out that the use of punishment to control behaviour is very problematic because of emotional side effects. Thus, it is not surprising that when manag- ers use coercive power, it is generally ineffective and can provoke considerable employee resistance. Coercive power. Power derived from the use of punishment and threat. Referent Power Referent power exists when the power holder is well liked by others. It is not surprising that people we like readily influence us. We are prone to consider their points of view, ignore their failures, seek their approval, and use them as role models. In fact, it is often highly dis- Referent power. Power derived from being well liked by others. sonant to hold a point of view that is discrepant from that held by someone we like." Referent power is especially potent for two reasons. First, it stems from identification with the power holder. Thus, it represents a truer or deeper base of power than reward or coer- cion, which may stimulate mere compliance to achieve rewards or avoid punishment. In this sense, charismatic leaders (Chapter 9) have referent power. Second, anyone in the organiza- tion may be well liked, irrespective of his or her other bases of power. Thus, referent power is available to everyone from the janitor to the president. Friendly interpersonal relations often permit influence to extend across the orga- nization, outside the usual channels of legitimate authority, reward, and coercion. For example, a production manager who becomes friendly with the design engineer through participation in a task force might later use this contact to ask for a favour in solving a production problem.
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