权力与冲突管理(英文)

PowerTheabilityorpotentialtoinfluenceothersinadesireddirectionPowerisnotinherentlybad-TheneedtoinfluenceanddirectothersisanintegralpartofmanagementPower:DependencyModelReciprocaldimensionsIndividualscedepowertotheextentthattheymust(orperceivetheymust)relyonotherstoaccomplishtasks.Individualswhoarerelieduponaccruepower.PowerandDependencyDependencyincreaseswhen:JobsbecomemorespecializedTasksbecomemoreinterdependentAuthorityisdiffusedEnvironmentbecomesmoreuncertainTechnologyincreasesPower:ExchangeModelNotmerelyacounteractiontodependencyPowerisanexchangeprocess.PartofsocialinteractionOrganizationisrunthroughaseriesofindividualnegotiationsPower:ExchangeModelPerson1commandsresourcesneededbyPerson2Person1exchangesresources,inreturnPerson2complieswithPerson1’srequestsPower:EmpowermentModelPowerisnotafiniteresourceOrganizationalpowergrowsthroughsharingitPower:EmpowermentModelEffectiveuseofpowerrequirestrainingandexperiencePowercarriestheconcomitantneedtoactresponsibly.Empowermentusuallyfailsincaseswhereusershavenoperviousexperienceinitsuse.Power:EmpowermentModelModelhasgrowninpopularityfromrecognitionthatpowerlessnesshasadverseeffectsonorgs.e.g.,loweredmotivationandcommitmentPower:EmpowermentModelSourcesofPowerlessness1.OrganizationalCulture2.ManagementStyle3.JobDesign4.RewardSystemsLegitimacyofpower•Peoplewillfollowdirectionorbepersuadedthroughanumberofcausessuchas…FearofconsequencesofnotobeyingDesireforrewardsNeedforresourcescontrolledbyanindividualBeliefinthelegitimacyofaperson’spowerI.e.,theywieldmoralauthorityorYoubelievethattheirdirectionwillresultinthegreatergoodforanorganizationLegitimacyisthemostdifficultwaytoachievepowerHardesttounseatonceit’sestablishedPower-sourcesPeoplederivepowerfrom3basicsources:1.Thepositiontheyhold2.Theirpersonalcharacteristics3.TheresourcesorinformationtheycanaccessandcontrolPositionPowerPowerthatisaccruedbyvirtueofwhereyouareintheorganization:AuthorityLegitimatepower:Subordinatesobeyordersbecausetheyviewthemaslegitimateduetothepositionthatamanagerholdsintheorganization.PositionPowercontdControlofrewardsandpunishments:“Stickandcarrot”power.Mayalsobecoercivepower.Centrality:Thedegreetowhichapositionislinkedtoandimportanttotheactivitiesofotherindividualsandsubunits.PersonalPowerBasedonindividualknowledgeandabilityorpersonalinfluenceoverotherindividuals.Expertise:Basedonuniqueorspecialknowledge.PersonalPowerCharisma/Referent:Personalcharmandpersuasiveness.Referent-personisattachedtooridentifieswithanindividualandthereforecanbeinfluencedIndividualswithcharismaoftendevelopreferentpowerbecausetheyattractotherstofollow.PersonalPowerCoercionPowerexercisedthroughfearofadverseconsequencesMyhaveadverseconsequencessuchasstress,turnoverandanxietyResourceandInformationBasedPowerControlofScarceResources:Largelyself-explanatory,butbesureyouunderstandwhatresourcesareintegraltoyourjob.Notalwaysobvious:e.g.,keystorooms,projectorsetc.ResourceandInformationBasedPowerControlofresourcescanalsoincludeanindividual/unit’sabilitytobringinresourcesfromoutsidetheorganization.e.g.,Successfulgrantwritersoftenexertpowerbeyondwhatmayappearfromtheirpositioninanorganization.ResourceandInformationBasedPowerIndividualsorgroupsmaythemselvesbescarceresources.Unsubstitutability:Howhardisitforanyothergrouporindividualtoperformcertaintasks?Howintegralarethesetaskstotheorganization?UnsubstitutabilityIndividualsorgroupsoftencreatethesesituationsbyperformingduties,butnotexplaininghowthey’redone.Oftendiscussedincomputercentersinthedebateoverserviceprovisionversusend-usertraining.InformationisaresourcePeoplewhocommandinformationalsocommandpower.Maximallyusefulin:SituationsofUncertaintyIndividualsdislikeuncertaintyandindividualswhocanrelievethisuncertaintyacquirepower(DependencyRelationship)ConflictandNegotiationConflict:“theprocesswhichbeginswhenonepartyperceivesthattheotherhasfrustratedorisabouttofrustratesomeconcernofhisorhers.”ConflictandNegotiationIngeneral,thelikelihoodofconflictincreaseswhen:a.Partiesinteractb.Viewtheirdifferencesasincompatiblec.SeeconflictasaconstructivewayofresolvingdisagreementsConflictoccurswhen:Morespecifically,conflictoccurswhen:1.Mutuallyexclusivegoalsorvaluesexistinfact,orareperceivedtoexist,bythegroupsinvolved.2.Interactionischaracterizedbybehaviordesignedtodefeat,reduce,orsuppresstheopponent,ortogainamutuallydesignatedvictoryConflictoccurswhen:3.Thegroupsfaceeachotherwithmutuallyopposingactionsandcounteractions.4.Eachgroupattemptstocreatearelativelyfavoredpositioninrelationtotheother.Conflictisnotinherentlybad:Positiveoutcomes:Betterideas/decisionsNewapproachestosolveproblemsSurfacingandthenresolvingoflong-standingproblemsClarificationofindividualviewsIncreasedinterestandcreativityNegativeoutcomesofconflictNegativeoutcomes:IncreaseddistancebetweenpeopleClimateofmistrustandsuspicionResistanceratherthanteamworkIncreasedturnoverFeelingsofdefeat/humiliationPerceptionandconflictPerceptionsplayalargeroleinconflicts.Individualsmayframetheirperceptionsalong3dimensions:a.Relationship/Taskb.Emotio