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Conflict, power and politics. (Chapter 13) презентация
Содержание
- 1. Conflict, power and politics. (Chapter 13)
- 2. Thomson Learning © 2004 13- Marketing –
- 3. Thomson Learning © 2004 13- Sources of
- 4. Thomson Learning © 2004 13- Individual vs.
- 5. Thomson Learning © 2004 13- Power vs.
- 6. Thomson Learning © 2004 13- Vertical Sources
- 7. Thomson Learning © 2004 13- Horizontal Sources
- 8. Thomson Learning © 2004 13-
- 9. Thomson Learning © 2004 13- Power and Political Tactics in Organizations
- 10. Thomson Learning © 2004 13- Win-Win Strategy
Thomson Learning © 2004 13- Marketing – Manufacturing
Areas of Potential Goal Conflict Sources: Based on Benson S. Shapiro, “Can Marketing and Manufacturing Coexist?” Harvard Business Review 55 (September-October 1977):
Слайд 2Thomson Learning
© 2004
13-
Marketing – Manufacturing
Areas of Potential Goal Conflict
Sources: Based
on Benson S. Shapiro, “Can Marketing and Manufacturing
Coexist?” Harvard Business Review 55 (September-October 1977): 104-14;
and Victoria L. Crittenden, Lorraine R. Gardiner, and Antonie Stam,
“Reducing Conflict Between Marketing and Manufacturing,”
Industrial Marketing Management 22 (1993): 299-309.
Coexist?” Harvard Business Review 55 (September-October 1977): 104-14;
and Victoria L. Crittenden, Lorraine R. Gardiner, and Antonie Stam,
“Reducing Conflict Between Marketing and Manufacturing,”
Industrial Marketing Management 22 (1993): 299-309.
Слайд 3Thomson Learning
© 2004
13-
Sources of Conflict and Use of Rational vs. Political
Model
Sources of
Potential
Inter-group
Conflict
Goal
Incompatibility
Differentiation
Task
Interdependence
Limited
Resources
Слайд 4Thomson Learning
© 2004
13-
Individual vs. Organizational Power
Legitimate power
Reward power
Coercive power
Expert power
Referent power
Слайд 5Thomson Learning
© 2004
13-
Power vs. Authority
POWER
Ability to influence others to bring about
desired outcomes
AUTHORITY
Flows down the vertical hierarchy
Prescribed by the formal hierarchy
Vested in the position held
AUTHORITY
Flows down the vertical hierarchy
Prescribed by the formal hierarchy
Vested in the position held
Слайд 6Thomson Learning
© 2004
13-
Vertical Sources of Power
Formal Position
Resources
Control of Decision Premises and
Information
Network Centrality
People Alliances
Network Centrality
People Alliances
Слайд 7Thomson Learning
© 2004
13-
Horizontal Sources of Power
High
Power
Low
Power
Source: Charles Perrow, “Departmental Power and
Perspective
in Industrial Firms,” in Mayer N. Zald, ed., Power in Organizations
(Nashville, Tenn.: Vanderbilt University Press, 1970), 64.
in Industrial Firms,” in Mayer N. Zald, ed., Power in Organizations
(Nashville, Tenn.: Vanderbilt University Press, 1970), 64.
Слайд 8Thomson Learning
© 2004
13-
Strategic Contingencies That Influence Horizontal Power Among Departments
Dependency
Financial Resources
Centrality
Nonsubstitutability
Coping
with Uncertainty
Department Power
Слайд 10Thomson Learning
© 2004
13-
Win-Win Strategy
Define the conflict as a mutual problem
Pursue joint
outcomes
Find creative agreements that satisfy both groups
Use open, honest, and accurate communication
Avoid threats
Communicate flexibility
Find creative agreements that satisfy both groups
Use open, honest, and accurate communication
Avoid threats
Communicate flexibility
Win-Lose Strategy
Define the conflict as a win-lose situation
Pursue self outcomes
Force other group into submission
Use deceitful, inaccurate communication
Use threats
Communicate rigidity
Negotiating Strategies
Source: Adapted from David W. Johnson and Frank P. Johnson,
Joining Together: Group Theory and Group Skills (Englewood Cliffs,
N. J.: Prentice-Hall, 1975), 182-83.
