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. 432PART THREE SOCIAL BEHAVIOUR AND ORGANIZATIONAL PROCESSESThis 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 examinehow 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 12.1WHAT IS POWER?Power is the capacity to influence others who are in a state of dependence.2 First, notice thatpower is the capacity to influence the behaviour of others. Power is not always perceived orexercised. For example, most professors hold a great degree of potential power over studentsin terms of grades, assignment load, and the ability to embarrass students in class. Undernormal circumstances, professors use only a small amount of this power.Define power, andreview the bases ofindividual power.Power. The capacity toinfluence others who are inSecond, the fact that the target of power is dependent on the power holder does notimply that a poor relationship exists between the two. For instance, your best friend haspower to influence your behaviour and attitudes because you are dependent on him or herfor friendly reactions and social support. Presumably, you can exert reciprocal influence fora state of dependence.similar reasons.Third, power can flow in any direction in an organization. Often members at higherorganizational 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 tomaintain his reputation in the organization!Finally, power is a broad concept that applies to both individuals and groups. On theone hand, an individual marketing manager might exert considerable influence over the staffwho report to her. On the other hand, the marketing department at XYZ Foods might bethe most powerful department in the company, able to get its way more often than otherdepartments. But from where do the marketing manager and the marketing departmentobtain their power? We explore this issue in the following sections.PIAPERSONAL INVENTORY ASSESSMENTLearn About YourselfPersonal EmpowermentAssessmentTHE BASES OF INDIVIDUAL POWERIf you wanted to marshal some power to influence others in your organization, where wouldyou get it? As psychologists John French and Bertram Raven have explained, power can befound in the position that you occupy in the organization or the resources that you are able tocommand. The first base of power–legitimate power-is dependent on one's position orjob. The other bases (reward, coercive, referent, and expert power) involve the control ofimportant resources.Legitimate PowerLegitimate power derives from a person's position or job in the organization. It constitutesthe organization's judgment about who is formally permitted to influence whom, and it isoften called "authority." As we move up the organization's hierarchy, we find that memberspossess 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 othersto invoke their legitimate power-“Look, I'm the boss around here." In the RCMP, one'slegitimate 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. Powerderived from a person'sposition or job in anorganization.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 ETHICS433the other hand, the academic hierarchy of universities tends to downplay differences in thelegitimate power of lecturers, professors, chairpeople, and deans.When legitimate power works, it often does so because people have been socializedto accept its influence. Experiences with parents, teachers, and law enforcement officialscause 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 forfollowing their boss's directives, even across various cultures.5 This is one reason why juriesoften fail to believe that top executives are "out of the loop" in ethical scandals.Reward PowerReward 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 attemptto exert influence over others with praise, compliments, and flattery, which also constituteReward power. Powerderived from the ability toprovide positive outcomesand prevent negativeoutcomes.rewards.Coercive PowerCoercive power is available when the power holder can exert influence using punishmentand threat. Like reward power, it is often a support for legitimate power. Managers mightbe permitted to dock pay, assign unfavourable tasks, or block promotions. Despite a strongcivil service system, even US government agencies provide their executives with plenty ofcoercive power. In the RCMP, some more senior male officers have abused their legitimatepower and engaged in sexual coercion.Of course, coercive power is not perfectly correlated with legitimate power. Lower-levelorganizational 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 veryproblematic 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 employeeresistance.Coercive power. Powerderived from the use ofpunishment and threat.Referent PowerReferent power exists when the power holder is well liked by others. It is not surprising thatpeople we like readily influence us. We are prone to consider their points of view, ignoretheir failures, seek their approval, and use them as role models. In fact, it is often highly dis-Referent power. Powerderived from being wellliked 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 withthe 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 thissense, 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 poweris 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. Forexample, a production manager who becomes friendly with the design engineer throughparticipation in a task force might later use this contact to ask for a favour in solving aproduction problem.

Power Power can be defined as the ability of an individual to influence the decisions of others…

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

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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Make a comment on: This article titled "Ethical Decision Making in Organizations: The Role of Leadership Stress" relates to the ideas found in Chapter 1 of Arnett et al. The article underscores the importance of ethical decision-making within organizations. It highlights real-world examples of unethical behavior by leaders and the severe consequences such behavior can have, aligning with the notion of ethics discussed in Chapter 1. This emphasizes that ethical decision-making deals with moral issues that can have consequences for others and echoes the concept in Chapter 1 that ethical conflicts often arise from differing moral perspectives and the potential harm or benefit to others.It identifies leaders as moral agents responsible for making ethical decisions, even though they may not always recognize the moral issues at stake. This corresponds with the idea that individuals in conflict situations may hold different ethical values, as discussed in Chapter 1.The article explores the…
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