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Organizational Conflict, Politics, and Change
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Organizational Conflict
Conflict exists in situations where goals, interests or values of people are incompatible and they block others efforts to achieve their goals. Some level of conflict is inevitable given the wide range of goals in a firm.
Some conflict is good for organizational performance. Too much causes managers to spend much time responding to conflict.
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Conflict and Organizational Performance
Figure 16.1 High Level of Organizational Performance B
Low Low
A Level of Conflict
C High
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Types of Conflict
Interpersonal Intragroup
Conflict: between individuals based on
differing goals or values.
Conflict: occurs within a group or team. Intergroup Conflict: occurs between 2 or more teams
or groups. Managers play a key role in resolution of this conflict
Interorganizational
Conflict: occurs across
organizations. Managers in one firm may feel another is not behaving ethically.
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Types of Conflict
Figure 16.2
Conflict
Interpersonal
Intragroup
Intergroup
Interorganizational
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Sources of Conflict
Different goals and time horizons: different groups have differing goals. Production focuses on efficiency; Marketing on sales. Overlapping authority: two or more managers claim authority for the same activities. Leads to conflict between the managers and workers. Task Interdependencies: one member of a group fails to finish a task that another depends on. This makes the worker that is waiting fall behind.
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Sources of Conflict
Incompatible Evaluation or reward system: workers are evaluated for one thing, but are told to do something different. Groups rewarded for low cost but firm needs higher service. Scarce Resources: managers can conflict over allocation of resources. When all resources are scarce, managers can fight over allocations. Status inconsistencies: some groups have higher status than others. Leads to managers feeling others are favored.
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Sources of Conflict
Figure 16.3 Different goals & time horizons Status inconsistency Overlapping Authority
Conflict
Scarce Resources Task Interdependency
Incompatible evaluation & Reward
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Resolving Conflicts
Functional Conflict Resolution: handle conflict by compromise or collaboration between parties.
Compromise:
each party concerned about their goal accomplishment and is willing to engage in give and take to reach a reasonable solution. parties try to handle conflict without making concessions by coming up with a new way to resolve differences.
Collaboration:
Managers also need to address individual sources of conflict.
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Managing Individual Conflict
Increase awareness of the source of conflict Can conflict source can be found and corrected? Increase diversity awareness and skills Older workers may resent younger workers, or experience cultural differences. Practice Job Rotation & Temporary assignments Provides a good view of what others face. Use permanent transfers & dismissal if needed Avoids problem interaction. Change organizations structure Conflict can signal the need to adjust the structure.
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Conflict Solutions
Alter the source of conflict: If due to overlapping authority, managers fix the problem to change the source. Negotiation: use when parties have equal power. Parties try and find a common ground by considering various alternatives. Distributive negotiation: parties see there is a fixed resource base.
For them to gain, the other must lose.
Integrative
negotiation: parties can increase total resources by coming up with a new solution.
Information sharing, trust are common here.
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Negotiation Strategies for Interactive Bargaining
Emphasize
Superordinate Goals: these are goals both parties agree on.
Keeps the big picture in focus.
Focus
on the problem, NOT the people: dont make it personal.
It is easy to dwell on peoples shortcomings rather than problems. Once this occurs, people resist negotiation.
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Negotiation Strategies
Focus
on interests, not demands: demands are what you want, interests are why you want them.
Demands are confrontational and slow negotiations.
Create
new options for joint gain: focusing on interests allows for new ideas to come forth.
Perhaps there is a new solution that can solve the issue.
Focus
on what is fair: emphasizing fairness allows both parties to give a bit and agree.
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Organizational Politics
Organizational
politics are the activities managers engage in to increase their power and use it to achieve their goals.
Political strategies: specific tactics used to increase power and use it effectively. Politics can be negative, but also is a positive force allowing needed change. Everyone throughout the firm engages in politics Political activity allows a manager to gain support for an idea.
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Political Strategies for Increasing Power
Figure 16.4 Control Uncertainty
Be Irreplaceable
Be in a central position Generate Resources
Increase a managers power in the organization
Build Alliances
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Strategies for Increasing Power
Control Uncertainty: managers who can reduce uncertainty for the firm increase power. Be Irreplaceable: develop valuable special knowledge or skills. Be in a Central Position: managers have crucial control over the firms activities. They increase their power and can influence others. Generate Resources: managers who can hire skilled people or find financing. Build Alliances: develop mutually beneficial relations with others inside and outside the organization.
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Strategies for Exercising Power
Figure 16.5 Objective Information Outside Experts Control the Agenda Everyone is a Winner
Help Managers Use Their Power Effectively
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Strategies for Exercising Power
Rely on Objective Information: impartial information causes others to feel the managers course of action is correct. Bring in an Outside Expert: lends credibility to managers proposal (when the expert agrees). Control the Agenda: influence those issues included (and those dropped) from the decision process. Make Everyone a Winner: everyone whose support is needed benefits personally from providing that support.
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Relationship Between Conflict, Politics and Change Figure 16.6
Signal managers change is needed
Organizational conflict & politics
Organizational change
Change alters goals of different groups causing conflict & politics
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Managing Organizational Change
Assess
need for change: recognize a problem exists and find its source.
Look inside and outside the firm for sources.
Decide
on the change to make: determine the ideal future state.
Decide exactly what the future company will look like. What obstacles need to be changed to get there.
Implement
the change: a top-down change is quickest, bottom-up is more gradual.
Bottom-up is more effective at eliminating obstacles.
Evaluate
Change: was it successful? Benchmark (compare) your change to others.
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Steps in the Organizational Change Process Figure 16.7
Assess need for change
Find source of problem
Decide on the change
Identify obstacles
Implement Change
Top-down or Bottom-up
Evaluate Change
Is it successful? Benchmark to others
