员工管理_权力与冲突管理英文版

Power TheabilityorpotentialtoinfluenceothersinadesireddirectionPowerisnotinherentlybad Theneedtoinfluenceanddirectothersisanintegralpartofmanagement Power DependencyModel ReciprocaldimensionsIndividualscedepowertotheextentthattheymust orperceivetheymust relyonotherstoaccomplishtasks Individualswhoarerelieduponaccruepower PowerandDependency Dependencyincreaseswhen JobsbecomemorespecializedTasksbecomemoreinterdependentAuthorityisdiffusedEnvironmentbecomesmoreuncertainTechnologyincreases Power ExchangeModel NotmerelyacounteractiontodependencyPowerisanexchangeprocess PartofsocialinteractionOrganizationisrunthroughaseriesofindividualnegotiations Power ExchangeModel Person1commandsresourcesneededbyPerson2Person1exchangesresources inreturnPerson2complieswithPerson1 srequests Power EmpowermentModel PowerisnotafiniteresourceOrganizationalpowergrowsthroughsharingit Power EmpowermentModel EffectiveuseofpowerrequirestrainingandexperiencePowercarriestheconcomitantneedtoactresponsibly Empowermentusuallyfailsincaseswhereusershavenoperviousexperienceinitsuse Power EmpowermentModel Modelhasgrowninpopularityfromrecognitionthatpowerlessnesshasadverseeffectsonorgs e g loweredmotivationandcommitment Power EmpowermentModel SourcesofPowerlessness1 OrganizationalCulture2 ManagementStyle3 JobDesign4 RewardSystems Legitimacyofpower Peoplewillfollowdirectionorbepersuadedthroughanumberofcausessuchas FearofconsequencesofnotobeyingDesireforrewardsNeedforresourcescontrolledbyanindividualBeliefinthelegitimacyofaperson spowerI e theywieldmoralauthorityorYoubelievethattheirdirectionwillresultinthegreatergoodforanorganizationLegitimacyisthemostdifficultwaytoachievepowerHardesttounseatonceit sestablished Power sources Peoplederivepowerfrom3basicsources 1 Thepositiontheyhold2 Theirpersonalcharacteristics3 Theresourcesorinformationtheycanaccessandcontrol PositionPower Powerthatisaccruedbyvirtueofwhereyouareintheorganization AuthorityLegitimatepower Subordinatesobeyordersbecausetheyviewthemaslegitimateduetothepositionthatamanagerholdsintheorganization PositionPowercontd Controlofrewardsandpunishments Stickandcarrot power Mayalsobecoercivepower Centrality Thedegreetowhichapositionislinkedtoandimportanttotheactivitiesofotherindividualsandsubunits PersonalPower Basedonindividualknowledgeandabilityorpersonalinfluenceoverotherindividuals Expertise Basedonuniqueorspecialknowledge PersonalPower Charisma Referent Personalcharmandpersuasiveness Referent personisattachedtooridentifieswithanindividualandthereforecanbeinfluencedIndividualswithcharismaoftendevelopreferentpowerbecausetheyattractotherstofollow PersonalPower CoercionPowerexercisedthroughfearofadverseconsequencesMyhaveadverseconsequencessuchasstress turnoverandanxiety ResourceandInformationBasedPower ControlofScarceResources Largelyself explanatory butbesureyouunderstandwhatresourcesareintegraltoyourjob Notalwaysobvious e g keystorooms projectorsetc ResourceandInformationBasedPower Controlofresourcescanalsoincludeanindividual unit sabilitytobringinresourcesfromoutsidetheorganization e g Successfulgrantwritersoftenexertpowerbeyondwhatmayappearfromtheirpositioninanorganization ResourceandInformationBasedPower Individualsorgroupsmaythemselvesbescarceresources Unsubstitutability Howhardisitforanyothergrouporindividualtoperformcertaintasks Howintegralarethesetaskstotheorganization Unsubstitutability Individualsorgroupsoftencreatethesesituationsbyperformingduties butnotexplaininghowthey redone Oftendiscussedincomputercentersinthedebateoverserviceprovisionversusend usertraining Informationisaresource Peoplewhocommandinformationalsocommandpower Maximallyusefulin SituationsofUncertaintyIndividualsdislikeuncertaintyandindividualswhocanrelievethisuncertaintyacquirepower DependencyRelationship ConflictandNegotiation Conflict theprocesswhichbeginswhenonepartyperceivesthattheotherhasfrustratedorisabouttofrustratesomeconcernofhisorhers ConflictandNegotiation Ingeneral thelikelihoodofconflictincreaseswhen PartiesinteractViewtheirdifferencesasincompatibleSeeconflictasaconstructivewayofresolvingdisagreements Conflictoccurswhen Morespecifically conflictoccurswhen 1 Mutuallyexclusivegoalsorvaluesexistinfact orareperceivedtoexist bythegroupsinvolved 2 Interactionischaracterizedbybehaviordesignedtodefeat reduce orsuppresstheopponent ortogainamutuallydesignatedvictory Conflictoccurswhen 3 Thegroupsfaceeachotherwithmutuallyopposingactionsandcounteractions 4 Eachgroupattemptstocreatearelativelyfavoredpositioninrelationtotheother Conflictisnotinherentlybad Positiveoutcomes Betterideas decisionsNewapproachestosolveproblemsSurfacingandthenresolvingoflong standingproblemsClarificationofindividualviewsIncreasedinterestandcreativity Negativeoutcomesofconflict Negativeoutcomes IncreaseddistancebetweenpeopleClimateofmistrustandsuspicionResistanceratherthanteamworkIncreasedturnoverFeelingsofdefeat humiliation Perceptionandconflict Perceptionsplayalargeroleinconflicts Individualsmayframetheirperceptionsalong3dimensions a Relationship Taskb Emotional Intellectualc Cooperate WinHowindividualsorgroupshandleconflictoftendependsonhowtheyframeitineachdimension Whethertheoutcomeofconflictisgoodorbaddependsonavarietyoffactors SocioculturalcontextIssuesinvolvedCognitiveframei e competitiveoutlooksarelesslikelytoseekacompromiseorfunctionaloutcome4 Characteristicsoftheparticipantsknowledge experience personalstyleinfluenceoutcomes5 MisjudgmentsandMisperceptions StagesofConflict Conflictchangesovertime1 LatentConditionsforconflictexistfoundationsfordisagreement2 PerceivedDifferencesaremadepublic3 FeltInvolvedpartiesbegintofeeltenseastheresultofconflicti e theconflictbecomespersonal StagesofConflict 4 ManifestconflictObservablebehavioremergesthatisdesignedtopursueoneparty sgoalsorfrustrateanother s 5 Conflictaftermath ConflictResolution Basicparadigmsofnegotiation DistributivebargainingIntegrativebargaining ConflictResolution Distributive Classicview Adversarialroles Oneparty sclaimisanotherparty sloss Offer Counter offerstrategy Powerisofparamountimportance ConflictResolution Integrative Transformtheprocessintoamutuallyadvantageousone Problemsolvingratherthanwin loseapproach Conflictresolutionstyles 1 Competingsatisfyingyourconcernsbutnottheotherparty sWorkswellin emergenciesunpopulardecisionsonepartyisabsolutelycorrectonepartyhassignificantlymorepower Conflictresolutionstyles 2 Collaborationproblemsolvingwiththeaimofmaximizingsatisfactiontoallparties integratedsolution workingtogethertoachievecommongoalsWorkswellwhen BothsetsofgoalsaretooimportanttocompromiseFeelingshaveinterferedwitharelationship Conflictresolutionstyles 3 CompromiseSharingpositions butnotmovingtoextremesofassertivenessorcooperationWorkswellwhen BothsetsofgoalsareimportantbutenoughsotomakeeitherpartyassertivePartieshaveequalpowerTimepressuresaresignificant Conflictresolutionstyles 4 AvoidanceWithdrawingoravoidingtheconflictSatisfyneithertheirownnortheotherparty sconcernsWorkswellwhen IssuesaretrivialIndividualshavelittlechanceofsatisfyingtheirgoalsResolvingtheconflictwillresultinsignificantdisruption Conflictresolutionstyles 5 AccommodationOnepartysatisfiestheother sconcernswithoutaddressingtheirownWorkswellwhen OnepartyrealizestheyarewrongIssuesaremoreimportanttoother sthanyourselfBuildingsocialcreditsforlateruseisimportantHarmony stabilityareimportantSubordinatesneedtolearnfromtheirmistakes Conflictresolution Afewpracticalpoints LookforpointsofagreementDon targueoverareaswhereyouagree Conflictresolution FormalMethods I GrievanceProceduresFormalprocessbywhichworkerscomplaintomanagementincaseswheretheyfeelmistreatedortheirrightswereviolated GrievanceProcedures Providesamechanismto 1 respondtoworkerscomplaints2 clarifyworker sandemployer srights3 formallybringacomplainttotheattentionofmanagement andorunionofficials 4 defineacomplaint5 structureameetingbetweenparties ConflictResolution II MediationandArbitrationThird partyinterventionswithtrainedintermediaries Mediator facilitatescommunicationandresolutionbetweentwoormoreparties Arbitrator actsasjudgeandmakesadecisiononanissue MediationandArbitration BasicnegotiationparadigmsaredifferentArbitration tryingtoconvinceajudgethatyoursideistherightoneMediation Tryingtoreachamutualpointofagreement Techniquesformoresuccessfulnegotiations 1 PrepareUnderstandtheproblemthoroughlyUnderstandtheothersidethoroughly Negotiationtechniques 2 EvaluateAlternativesWhatcanyoulivewith Whatdoyouideallywant Whatcan tyoulivewith Understandwhatyoucanandcan tbargainover Negotiationtechniques 3 Whatarethea