3. Respond to rumors noncommittally, and then verify for yourself the truths you can. Makecertain to gather all sides of the story.4. Invite employees to discuss their concerns, ideas, suggestions, thoughts, and feelings aboutorganizational matters. Help them frame their thoughts into more objective viewpoints.3.Identify the sources of interpersonal power, and explain which are of greaterimportance to managers in today’s organizations; and also identify the structuralsources of power, and explain how each of them might be used.There are 5 sources of interpersonal Sources of Power:1. Reward Power - is an individual's ability to influence others' behavior byrewarding their desirable behavior.2. Coercive Power - is an individual's ability to influence other's behavior by meansof punishment for undesirable behavior.3. Legitimate Power - refers to a manager's ability to influence subordinates'behavior because of the manager's position in the organizational hierarchy.4. Expert Power - is an individual's ability to influence others' behavior because ofrecognized skills, talents, or specialized knowledge.5. Referent Power - is an individual's ability to influence others' behavior as a resultof being like or admired.According to research, the personal sources of power are most effective. Both expert andreferent power are positively interconnected to employees’ satisfaction with supervision, theirorganizational commitment, and their performance, whereas reward and expert power influencebased on special skills or knowledge.In addition to the interpersonal powers, there is another dimension of power called structuralsource of power:1. Knowledge As Power – means that individuals, teams, groups or departments thatpossess knowledge crucial to attaining the organization's goals have power.2. Resources As Power - indicated that departments, groups or individuals who can provideessential or difficult to obtain resources acquire power in the organization. Which resources aremost important depends on the situation, the organization's goals, the economic climate, andthe goods or services being produced.3. Decision Making As Power - means that individuals or groups acquire power to the extent thatthey can affect some part of the decision making process. Decision making as power mayinfluence the goals being developed, premises being used in making a decision, alternativesbeing considered, outcomes being projected, etc.The ability to influence the decision makingprocess is a subtle and often overlooked source of power.4. Networks As Power - implies that various affiliations, channels of information, and coalitionsboth inside and outside the organization, represent sources of power.
4. Define conflict, identify its basic forms, and identify the different levels at whichconflict can occur in organizations, giving examples of each.
Conflict is a process that begins when one party perceives that another party has negativelyaffected, or is about to negatively affect, something that the first party cares about. Conflict