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Elizabeth Branum

Organizational Behavior

Chapter 13: Power & Politics

Power is simply described as Human A must influence human B to complete tasks given by Human A. Better known as a leader in the company. There are different bases of power described in the book. Formal Power is based on what that person does within the organization and how they reward their associates. Coercive power is based on negative results only from not following the rules. Reward power is more known as how money is that motivator to get more out of the worker. Anyone who has ever held a job that money motivates them then this is your power. Legitimate Power is broader and includes authority acceptance and depends on the persons structural position within the organization. Personal Power is not a leadership role. It is something that an individual will use to get the job done with others in their company. Expert Power has skill and knowledge of what jobs they are completing and generally the knowledge or direction given is followed. A prime example would be a doctor. Most people who go to the doctor tend to follow what direction is given to them. Referent power develops when a person basically wants to be like their peer within the organization. Almost better known as a follower. Within the organization each of us more than likely can relate to at-least one of these powers if not more than one. Knowing the different powers that each of us carry can make a different in the leadership that we deliver to associates. Or for that matter what kind of co worker you would want to be. This chapter also mentions power tactics. These are listed as legitimacy, rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure, and coalitions. Legitimacy relies on authority position. Rational persuasion is when logical arguments present evidence to demonstrate a request. Inspirational develops the commitment with emotions. Consultation is more like how you want to accomplish what plan you have set. Exchange means rewards. Personal appeals are more on a personal level and ask for friendships. Ingratiation is using praise. Pressure is how we all feel when we are limited for time and something important must be completed. Coalition is where persuading others to agree with an idea that you have thought up. As we reflect on these some are more than likely to be more effective than others. But it all depends on the associate and the respect that you have gained with them.

Chapter 14: Conflict and Negotiation

Conflict is when one person or several people that have a different opinion, answer, or just simply does not agree with someone. In clearer terms when one party has negatively affected the opposite party. Conflicts tend to be more explosive when both parties are strong headed and strong willed and when they disagree it turns into an argument most of the time. Functional conflict is more on the terms of group goals and having a strong performance level of commitment. If there are arguments, then it considered functional. When a group is very destructive in their performance then its better known as dysfunctional conflict. This specific conflict can become a problem when it hinders job performances and work does not get completed. (Robbins, Judge, 227) The book mentions relationship conflict. I am sure everyone in their life has personal experiences with this conflict. When it comes to work relationships and conflict then most of the time it will be considered dysfunctional because most of the time there is friction because of personality conflicts and clashes. Conflict though is not always a bad thing. Sometimes it is very constructive. This type can help make you a better person and worker within the organization. We all in the workplace want to build relationships and keep down conflict if possible. Sometimes though it is needed. When mentioning constructive groups and relationships sometimes you must look at the bigger picture or outcome. Conflicts and different opinions tend to help others and make that individual better themselves.

Reference

Robbins.Stephen.P, Judge, Timothy A. (2016). Organizational Behavior (14th ed.). Boston, MA:

Pearson Education