13 - OBIIFinal Chapter13:Conflict,PowerandPolitics

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OB II Final  Chapter 13: Conflict, Power and Politics Intergroup Conflict in Organizations - Three ingredients for intergroup conflict: group identification, observable group  differences and frustration (or anticipated frustration) o Frustration: if one group achieves its goal, another will not - Intergroup conflict: behaviour that occurs among organizational groups when  participants identify with one group and perceive that other groups may block their  group‘s goal achievement or expectations  - Competition: rivalry among groups in the pursuit of a common price (vs. conflict has a  direct interference with goal achievement) - Sources of Conflict o Sources of intergroup conflict are: 1. Goal Incompatibility Greatest cause of conflict and largest between marketing and  manufacturing: Breadth of product line:  variety vs. uneconomical runs New product introduction:  new products vs. unnecessary changes Product scheduling:  faster response vs. realistic commitments Physical distribution:  lack of inventory vs. cost of huge inventory Quality:  low cost, high quality vs. expensive options, little utility 2. Differentiation The differences in cognitive and emotional orientations among managers  in different functional departments Departments have different values, attitudes and standards of behaviour  which can lead to conflict (can be magnified with lack of trust) 3. Task interdependence Dependence of one unit on another for materials, resources and  information  Pooled interdependence:  little interaction Sequential interdependence:  output of one goes into the next department Reciprocal interdependence:  departments mutually exchange materials  and information The more interdependence the more potential for conflict as departments  may exert pressure for faster responses 4. Limited resources Competition for perceived limited resources (money, facilities, staff) Page  1
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OB II Final  Chapter 13: Conflict, Power and Politics Inflated budgets, working behind the scenes can obtain resources Resources can symbolize power and influence as well as prestige, and as  departments feel they have a legitimate claim on resources, conflict  arises - Rational vs. Political Model o Degree of goal incompatibility, differentiation, interdependence and conflict over  limited resources determines whether a rational pr political model of behaviour is  used o Rational Model   vs. Political Model Goals;  consistent vs. inconsistent and pluralistic Power and Control;  centralized vs. decentralized, shifting coalitions Decision Process;  orderly, logical vs. disorderly with bargaining and  interplay
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This note was uploaded on 12/08/2011 for the course BUS 272 taught by Professor Echo during the Spring '11 term at Simon Fraser.

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13 - OBIIFinal Chapter13:Conflict,PowerandPolitics

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