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MYRRHA F. TAGANAS
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I. Power and Politics
Definition of Power
The capacity to direct or influence the behavior or the course of action of others
Influence is
What you have when you exercise power.
Expressed by others behavioral response to your exercise of power.
Power Dependence
Bases of Power
There is need to make a distinction between BASES of power and SOURCES of power. This
distinction has important implications for the authority-influence contrast. In dealing with the
bases of power, we are interested in what parties control that enables them to manipulate the
behavior of others. In referring to the sources of power we are speaking of how parties come
to control the bases of power.
French and Raven (1959) distinguish six major bases of power. They include:
(a) COERCION this implies the threat of decreasing anothers outcomes. The holder can apply
punishment or sanction;
(b) EXPERTISE this is formal or specialized knowledge about particular issues or activities
with an organization. The person with expertise has the status of an expert and thus is likely to be
accurate;
(c) REWARDS this implies the promise of increasing the outcomes of the employer. The
holder of this can give or withhold something desired;
(d) LEGITIMACY The holder of this power is viewed as right in terms of the values of the one
influenced; this is tantamount to authority. Authority is power based on rights of control and
concomitant obligations to obey;
(e) REFERENT POWER this is more interpersonal in nature than legitimacy. It means power
based on identification with another. This is exemplified by the power of charismatic leaders who
elicit deference and are accorded credibility by others
(Bacharach and Lawler, 1980). The individual influenced desires to model his/her
behavior to the source of influence
Power Tactics
Legitimacy
Rational persuasion
Inspirational appeals
Consultation
Exchange
Personal appeals
Ingratiation
Pressure
Coalitions
Consequences of Power
Expert power
Referent power Commitment
Legitimate power
Reward power Compliance
Co-workers believe that employees in relationships abuse their power to favor each other.
Higher risk of sexual harassment when relationship breaks off.
Empowerment
The process by which managers help others to acquire and use the power needed to make
decisions affecting themselves and their work.
Considers power to be something that can be shared by everyone working in flatter and
more collegial organizations.
Provides the foundation for self-managing work teams and other employee involvement
groups.
With empowerment, employees must be trained to expand their power and their new
influence potential.
Leadership Power
Focuses on goal achievement. Used as a means for achieving goals.
Requires goal compatibility with Requires follower dependency.
followers. Used to gain lateral and upward
Focuses influence downward. influence.
Research Focus
Leadership styles and relationships Research Focus
with followers Power tactics for gaining
compliance
BRIEFING
Politics
Definition of Politics
Organizational Politics are the activities managers engage in to increase their power and use
it to achieve their goals.
Political strategies:
Politics arises when employees aspire to achieve something beyond their authority and
control in a short span of time
Lack of supervision and control at the workplace
Too much of gossip at work lead to politics
Arrogant superiors
Jealous colleagues
To make effective use of organizational politics, leader must be aware of specific political tactics
& strategies
1. Gaining Power
All political tactics are aimed at gaining & maintaining power, even the power to avoid a
difficult assignment.
2. Building relationship
Much of organization politics involve building relationship with network member who can be
helpful now or later
A strategy for retaining power is to refrain from making power eroding blunders which can
prevent one from attaining power
Criticizing the boss in public forums
By passing the manager
Overt display of disloyalty
Being or perceived as a poor team player
Act in haste
Declining an offer from top management
Conclusion
Conflict is inevitable whenever two or more people interact, whether in the workplace or at
home. Conflict can occur between two or more individuals, two or more groups, or an individual
and a group. When dealing with conflict in an organization, it is important to remember to
address the issue, not the people. Types of conflict that can occur in any organization include
unclear definitions of role responsibility, conflict of interest, lack of resources and interpersonal
relationships within the workplace.
When it is unclear who is responsible for what area of a project or task, conflict can occur.
Territorial issues arise when decisions are made that appear to cross boundaries of responsibility.
To prevent this from happening it is imperative that the roles and responsibilities of all the
players are spelled out clearly and agreed upon by everyone involved before the project is
started.
Conflict of Interest
Understanding how personal interests and goals fit within the structure of the organization will
alleviate conflict of interest problems. When an individual's personal goals are at odds with the
goals of the organization, the individual may be tempted to fight for his personal goals, creating a
conflict situation that will hamper success of the project.
Not Enough Resources
Competition for resources, including money, time and materials, will cause the teams to undercut
each other, leading to conflict between departments or other work groups. Valuable resources
need to be protected, as well as distributed fairly among all the groups. Starting out a project
with a clear picture of the resources available will help waylay some of this conflict.
Interpersonal Relationships
The personalities of the people involved in the organizational structure play an important part in
conflict resolution. Often the conflict is a result of interpersonal relationships where the parties to
the conflict are unable to resolve personal issues with each other. It is not always easy to set
aside personal prejudices when entering the workplace, but it is important to recognize what
those prejudices are and deal with them before conflict arises.
Causes of Organizational Conflict
In order to survive, a company must focus its efforts on generating revenue in the face of
competition. According to Ryan Bannerman Associates, sometimes the need to focus on beating
the competition can get derailed by internal organizational conflict. In order to keep your
employees focused on being productive and bettering the competition, it is necessary to
understand the causes of organizational conflict.
Managerial Expectations
It is the job of an employee to meet the expectations of his manager, but if those expectations are
misunderstood, conflict can arise. Managers need to spend time clearly communicating their
goals to employees and then confirming those goals in writing. A manager should also encourage
her employees to ask questions about their goals, and hold regular meetings to discuss the goals
and how best to reach them.
Breakdown in Communication
If a department requires information from another department in order to do its job, and the
second department does not respond to the request for information, a conflict can arise. Some
interdepartmental disagreements might trigger a nonresponsive attitude that can quickly become
an internal conflict. Another way of creating this sort of conflict is by giving a circular response
such as an issue being perpetually "under review." When people or departments are late in
responding to information requests, or they are withholding information on purpose, it is best to
address the situation immediately with a personal meeting with both sides to resolve the
situation.
Misunderstanding the Information
Organizational conflict might arise from frustration. One source of frustration is a lack of
accountability. If something has gone wrong, and no one is willing to take responsibility for the
problem, this lack of accountability can start to permeate throughout the entire company until the
issue is resolved. One way to combat a lack of accountability is to have anyone who comes into
contact with a document sign his name to it and include the date. The paper trail may sometimes
find the source of the problem, which can then be addressed
Eight Sources of Conflict
Conflict in a workplace setting can be a normal part of doing business. In some cases, conflict
that is managed properly can be beneficial, as when it fosters an environment of healthy
competition. However, conflict may also have a detrimental effect. As a manager or business
owner, you need to be aware of potential sources of conflict within your work environment.
Change
Implementation of new technology can lead to stressful change. Workers who don't adapt well to
change can become overly stressed, which increases the likelihood of conflict in the workplace.
Interpersonal Relationships
When different personalities come together in a workplace, there is always the possibility they
won't mesh. Office gossip and rumors can also serve as a catalyst for deterioration of co-worker
relationships.
Supervisor vs. Employee
Just as co-worker personalities may not mesh, a supervisor and employee can also experience
conflict. A supervisor who is seen as overbearing or unfair can rub an employee the wrong way,
which makes the working relationship more difficult.
External Changes
When the economy slides into a recession or a new competitor swoops in and steals some of a
company's market share, it can create tension within the company. This stress can lead to conflict
between employees and even between upper levels of management.
Poor Communication
Companies or supervisors that don't communicate effectively can create conflict. For example, a
supervisor who gives unclear instructions to employees can cause confusion as to who is
supposed to do what, which can lead to conflict.
Subpar Performance
When a worker in a department is not "pulling his weight," it can lead to conflict within the
department, perhaps even escalating into a confrontational situation. A supervisor who fails to
acknowledge or address the situation can add fuel to the fire.
Harassment
Harassment in the workplace can take many forms, such as sexual or racial harassment or even
the hazing of a new employee. Companies that don't have strong harassment policies in place are
in effect encouraging the behavior, which can result in conflict.
Limited Resources
Companies that are looking to cut costs may scale back on resources such as office equipment,
access to a company vehicle or the spending limit on expense accounts. Employees may feel they
are competing against each other for resources, which can create friction in the workplace.
What Causes Employee Conflict in the Workplace?
Employee conflict in the workplace is a common occurrence, resulting from the differences in
employees' personalities and values. Dealing with employee conflict in a timely manner is
important to maintaining a healthy work environment. Believing that a conflict will simply
disappear is an inaccurate assumption to make because simple conflicts can grow into major
problems if not dealt with appropriately. Managers should understand the common causes of
employee conflicts, so that a solution is found before the issues become unmanageable.
Poor Communication
Poor communication is one of the main causes of conflict between employees in the workplace.
This can result in a difference in communication styles or a failure to communicate. For example,
a manager reassigned an employees task to the employees co-worker but failed to communicate
the reassignment to the employee. This may cause the employee to feel slighted, which can
transform into animosity among the two employees and the manager. Failing to communicate in
the workplace may cause employees to make incorrect assumptions and believe workplace
gossip. Poor communication in the workplace not only causes conflict but decreases productivity
and employee morale.
Difference in Personalities
Similar to personalities, the values of employees differ within the workplace. A difference in
values is seen clearly when a generational gap is present. Young workers may possess different
workplace values than older workers. The difference in values is not necessarily the cause of
employee conflict in the workplace, but the failure to accept the differences is. When employees
fail to accept the differences, co-workers may insult each other's character and experiences.
When insults occur, the conflict intensifies until the right solution is offered and accepted.
Competition
Conflict is inevitable in workplace settings, and conflicts can arise between co-workers,
supervisors and subordinates or between employees and external stakeholders, such as
customers, suppliers and regulatory agencies. Managing conflict is a key management
competency and all small business owners should study and practice effective conflict
management skills to maintain a positive workplace environment. Reviewing examples of
conflicts and resolutions in the workplace can give you an idea of what to expect when conflicts
arise.
Discrimination Issues
Discrimination can be a source of heated conflict, potentially ending in legal trouble for a
company or its owners. Discriminatory conflicts can arise from personal prejudices on the part of
employees or perceptions of mistreatment of employees. As an example of a discrimination-
related conflict, imagine a minority employee in a team setting who feels that he is consistently
assigned the most menial work tasks in the group. This employee may begin to harbor
resentment against team members and managers, eventually lashing out through decreased
productivity or outright verbal conflict. To resolve this issue, a manager could sit down with the
whole team and discuss the way in which job tasks are assigned, making changes as necessary to
ensure that tasks are divided equitably.
Performance-Review Conflicts
No employee likes to receive a negative performance review, but giving negative feedback in a
review can be unavoidable based on the employee's own actions during the review period.
Employees may become angry over not receiving expected pay raises, promotions or other
performance-related incentives, and may lash out by spreading discontent through gossip and a
negative attitude at work. Employees may argue directly with supervisors during performance
reviews, creating sensitive situations that require tactful communication. To resolve a conflict
arising from a negative performance review, work directly with the employee to create a solid,
time-bound plan of action to improve her performance, and tie the completion of these goals to
guaranteed incentives. Allow employees a voice when setting goals to increase their dedication
to achieving the goals.
Sales and customer service employees can experience conflict with customers on a fairly regular
basis, depending on the industry. A common conflict experienced by salespeople is a dissatisfied
customer who feels personally defrauded by an individual salesperson. For example, if a car
salesman sells a used car without a performance guarantee or warranty and the car breaks down
on the buyer, the buyer may return to angrily confront the salesperson and demand a refund. The
best first step to solve these conflicts is to involve a manager who has the right to offer refunds,
discounts or other conciliatory gestures to the customer unless you are in a situation where
employees are empowered to make these kinds of decisions.
Leadership Conflicts
Personality clashes between managers and subordinates can cause a range of interpersonal
conflicts to arise. Employees may feel bullied or pushed by more authoritarian managers, or may
perceive a lack of guidance from more hands-off managers. Managers with type-A personalities
may set goals that are too ambitious for their subordinates, setting them up for failure and
inevitable conflict. To handle these personality mismatches, first try to garner an understanding
between the manager and the subordinate so that each understands the others' perspective in the
situation. Never treat conflict management situations as disciplinary hearings, as if managers are
inherently right and employees are inherently wrong; this is a reliable way to lose good
employees. If the two cannot come to an understanding, place the employee under the
supervision of another manager if possible.
5 Conflict Management Strategies
In any situation involving more than one person, conflict can arise. The causes of conflict range
from philosophical differences and divergent goals to power imbalances. Unmanaged or poorly
managed conflicts generate a breakdown in trust and lost productivity. For small businesses,
where success often hinges on the cohesion of a few people, loss of trust and productivity can
signal the death of the business. With a basic understanding of the five conflict management
strategies, small business owners can better deal with conflicts before they escalate beyond
repair.
Accommodating
The accommodating strategy essentially entails giving the opposing side what it wants. The use
of accommodation often occurs when one of the parties wishes to keep the peace or perceives the
issue as minor. For example, a business that requires formal dress may institute a "casual Friday"
policy as a low-stakes means of keeping the peace with the rank and file. Employees who use
accommodation as a primary conflict management strategy, however, may keep track and
develop resentment.
Avoiding
The avoidance strategy seeks to put off conflict indefinitely. By delaying or ignoring the conflict,
the avoider hopes the problem resolves itself without a confrontation. Those who actively avoid
conflict frequently have low esteem or hold a position of low power. In some circumstances,
avoiding can serve as a profitable conflict management strategy, such as after the dismissal of a
popular but unproductive employee. The hiring of a more productive replacement for the
position soothes much of the conflict.
Collaborating
Collaboration works by integrating ideas set out by multiple people. The object is to find a
creative solution acceptable to everyone. Collaboration, though useful, calls for a significant time
commitment not appropriate to all conflicts. For example, a business owner should work
collaboratively with the manager to establish policies, but collaborative decision-making
regarding office supplies wastes time better spent on other activities.
Compromising
The compromising strategy typically calls for both sides of a conflict to give up elements of their
position in order to establish an acceptable, if not agreeable, solution. This strategy prevails most
often in conflicts where the parties hold approximately equivalent power. Business owners
frequently employ compromise during contract negotiations with other businesses when each
party stands to lose something valuable, such as a customer or necessary service.
Competing
Competition operates as a zero-sum game, in which one side wins and other loses. Highly
assertive personalities often fall back on competition as a conflict management strategy. The
competitive strategy works best in a limited number of conflicts, such as emergency situations.
In general, business owners benefit from holding the competitive strategy in reserve for crisis
situations and decisions that generate ill-will, such as pay cuts or layoffs.
Ways of Managing Conflict in Organizations
Conflict is inevitable in small businesses. Conflict can arise from a variety of sources, and
between supervisors and subordinates, between co-workers, and between employees and
customers. Managers and organizations can choose to see conflict as inherently negative, acting
to suppress it at every opportunity, or as inherently positive, leveraging conflict to affect positive
change.
Positive Perspective
Accept conflict as a natural growth process and influence your company culture to view
constructive conflict positively. Conflict can be an asset to your small business if it is handled
properly. It can help your organization to learn from its mistakes and identify areas of needed
improvement. Innovation can be inspired from creative solutions to internal or external conflicts,
and new ways of thinking can emerge.
Grievance Procedure
Create a formal grievance procedure for all employees. Let employees at all levels of your
organization know that their voices will always be heard, and respond promptly and reasonably
to employees issues. This can prevent bad feelings from festering and growing into resentment
and bitterness. Conflict is best handled quickly and openly. If your company culture is
sufficiently friendly toward constructive conflict, your staff should see the value of letting their
complaints, ideas and issues be heard.
Focus on deep-rooted causes rather than superficial effects when assessing conflicts. Parties to a
conflict often claim to have issues with the behavior of co-workers or the outcome of company
policies and work procedures, but these issues are likely being caused by something deeper.
Attempting to resolve the conflict by addressing surface issues will rarely create meaningful
change or lasting solutions. Look deeper to address the reasons that incidents occur. As an
example, if a supervisor finds himself constantly in conflict with a loyal employee due to falling
productivity levels, the supervisor may naturally want to address the employees behavior head-
on. Upon closer analysis, however, the supervisor may realize that the employee has been
increasingly dissatisfied with his job ever since last year disappointing performance review.
Revisiting the review with the employee may be much more effective than creating incremental
performance goals for him.
Equal Voices
Give all parties to a conflict an equal voice, regardless of their position, length of service or
political influence. Conflict participants can become defensive if they feel they are being
marginalized or are going through a process leading to a predetermined outcome. It can be
tempting to take the word of managers over front-line employees, or to take the word of a loyal
employee over a new employee, but remember that your most trusted associates are not
necessarily infallible. Go beyond simply giving everyone an equal chance to speak; give their
arguments an equal weight in your mind when mediating a conflict.
Resolution Participation
Involve all parties, if possible, when drafting conflict resolutions. The theory of Management By
Objectives (MBO) states that employees are generally more committed to goals that they have
helped to create. The same holds true for conflict resolutions. There is more than one side to
every conflict, and all sides should benefit from conflict resolution. Seek resolutions that will
prevent the conflict from occurring again, rather than simply delaying a repeat occurrence.
STRESS AND COUNSELING
STRESS
Definition
Stress may be defined as "a state of psychological and / or physiological imbalance resulting
from the disparity between situational demand and the individual's ability and / or motivation to
meet those demands."
Stress is the body's reaction to a change that requires a physical, mental or emotional adjustment
or response. It can be caused by both good and bad experiences. When people feel stressed by
something going on around them, their bodies react by releasing chemicals into the blood. These
chemicals give people more energy and strength, which can be a good thing if their stress is
caused by physical danger. But this can also be a bad thing, if their stress is in response to
something emotional and there is no outlet for this extra energy and strength.
Stress can be positive or negative. Stress can be positive when the situation offers an opportunity
for a person to gain something. It acts as a motivator for peak performance. Stress can be
negative when a person faces social, physical, organisational and emotional problems
LEVELS OF STRESS
Stress can be both positive and negative. It is our response to stresshow we manage stress
that makes a difference in terms of how it affects us.
EUSTRESS
Stress resulting from pleasant events or conditions is called eustress.Eustress can be defined as a
pleasant or curative stress. We can't always avoid stress, in fact, sometimes we don't want to.
Often, it is controlled stress that gives us our competitive edge in performance related activities
like athletics, giving a speech, or acting.
DISTRESS
Bad stress
If a stimulus we react to is negative, we are actually feeling distress though we label it
as stress. e. g. death of a close friend.
Acute stress
Acute stress is usually for short time and may be due to work pressure, meeting
deadlines pressure or minor accident, over exertion, increased physical activity, searching
something but you misplaced it, or similar things.
Chronic stress
Chronic stress is a prolonged stress that exists for weeks, months, or even years. This
stress is due to poverty, broken or stressed families and marriages, chronic illness and successive
failures in life. People suffering from this type of stress get used to it and may even not realize
that they are under chronic stress. It is very harmful to their health.
Both distress and eustress elicit the same physiological responses in the body. While stress may
not always be negative, our responses to it can be problematic or unhealthy. Both positive and
negative stressful situations place extra demands on the bodyyour body reacts to an
unexpected change or a highly emotional experience, regardless of whether this change is good
or bad. If the duration of stress is relatively short, the overall effect is minimal and your body
will rest, renew itself, and return to normal.
POTENTIAL STRESSORS
Factors that cause stress are called "Stressors." The following are the sources or causes of an
organisational and non-organisational stress.
While the 'Type B' people are exactly opposite and hence are less affected by stress due to above
mentioned factors.
OUTCOMES
Physiological consequences
o 50%-75% of all illnesses
o Lower for women
o cardiovascular diseases
o ulcers, sexual dysfunction, headaches
o Burnout
Behavioral consequences
o work performance, accidents, decisions
o absenteeism -- due to sickness and flight
o workplace aggression
Cognitive Consequences
o Poor concentration
o inability to make sound decisions or any decisions at all
o mental blocks
Psychological Consequences
o Anxiety
o Frustration
o Apathy
o Lowered self-esteem
o Aggression
o Depression
o Moodiness
o emotional fatigue
Burnout
A psychological process resulting from work stress that results in:
o Emotional exhaustion
o Depersonalization
o Feelings of decreased accomplishment
INDICATORS OF BURNOUT:
Feel drained by work Have become calloused by job Cannot deal with problems effectively
Feel fatigued in the Treat others like objects Do not have a positive influence on
morning others
Do not want to work Feel other people blame you No longer feel exhilarated by your job
with other people
COUNSELING
Definition:
is the discussion with an employees problem that usually has emotional content in order
to help the employee cope with it better and seeks to improve employee mental health
and well-being
An exchange of ideas and feelings between two people, nominally a counselor and a
counselee. So, it is an act of communication
Employee Counseling
Counseling usually is confidential so that employees will feel free to talk openly about
their problems.
Understanding self-control
Most problems that require counseling have some emotional content. Emotions are a
normal part of life. Nature gave people their emotions and these feelings make people
human.
On the other hand, emotions can get out of control and cause workers to do things that are
harmful to their own best interests and those of the firm
Managers are important counselors because they are the ones in day to day interaction
with employees
Performing all six counseling functions
Managers should not close their eyes to the emotional problems of employees and refuse
to discuss
Functions of Counseling
1. Advise
2. Reassurance
3. Communication
4. Release of emotional tension
5. Clarified thinking
6. Reorientation
Types of Counseling
TEAM BUILDING
Team building is an ongoing process that helps a work group evolve into a cohesive unit.
The team members not only share expectations for accomplishing group tasks, but trust
and support one another and respect one another's individual differences.
Your role as a team builder is to lead your team toward cohesiveness and productivity. A
team takes on a life of its own and you have to regularly nurture and maintain it, just as
you do for individual employees.
Guiding principles
Encourage trust and cooperation among employees on your team. Remember that the
relationships team members establish among themselves are every bit as important as
those you establish with them. As the team begins to take shape, pay close attention to the
ways in which team members work together and take steps to improve communication,
cooperation, trust, and respect in those relationships.
Encourage team members to share information. Emphasize the importance of each team
member's contribution and demonstrate how all of their jobs operate together to move the
entire team closer to its goal.
Delegate problem-solving tasks to the team. Let the team work on creative solutions
together.
Facilitate communication.
Lack of initiation, imagination, innovation; routine actions taken for solving complex
problems
Complaints of discrimination or favoritism