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INTERPERSONAL BEHAVIORChapter Eleven
CHAPTER OBJECTIVES
To UnderstandThe Nature and
Types of ConflictConflict Outcomes
and Resolution Strategies
Different Personality Types
Assertive Behavior
Interpersonal Orientations and Stroking
Types of PowerOrganizational
Politics and Influence
Conflict In Organizations
THE NATURE OF CONFLICT
ConflictAn interpersonal process that arises
from disagreements over the goals to attain or the methods to be used to accomplish those goals
Conflict In Organizations
THE NATURE OF CONFLICT
Conflict can occur in any situation in which two or more parties feel themselves in opposition.
Conflict In Organizations
THE NATURE OF CONFLICT
Conflicts also arise due to task interdependence, ambiguity of roles, policies, and rules, personality differences, ineffective communications, the competition over scarce resources, personal stress, and underlying differences in attitudes, beliefs, and experiences.
Conflict In Organizations
THE NATURE OF CONFLICT
Knowledge and understanding of conflict and the methods for resolving it are important.
Conflict In Organizations
LEVELS OF CONFLICT
Intrapersonal Conflict Interpersonal Conflict Intergroup Conflict
Conflict In Organizations
SOURCES OF CONFLICT
Organizational change
Different set of values
Threats to status Contrasting
perceptions
Lack of trust Personality
clashes Incivility
Conflict In Organizations
EFFECTS OF CONFLICT
Advantages People are stimulated to search for improved
approaches that lead to better results. It energizes them to be more creative and to
experiment with new ideas. Once-hidden problems are brought to the
surface, where they may be confronted and solved.
Conflict In Organizations
EFFECTS OF CONFLICT
Disadvantages Cooperation and teamwork may deteriorate. At the individual level some people may feel
defeated, while the self-image of others will decline and personal stress levels will rise.
The motivation level of some employees will be reduced.
Conflict In Organizations
A MODEL OF CONFLICT
Conflict Outcomes Participant Intentions Resolution Strategies
Assertive Behavior
ASSERTIVENESS
AssertivenessThe process of expressing feelings,
asking for legitimate changes, and giving and receiving honest feedback.
Assertive Behavior
ASSERTIVENESS (Stages)
AssertivenessThe process of expressing feelings,
asking for legitimate changes, and giving and receiving honest feedback.
Describe the behavior.
Express your feelings.
Empathize.
Offer problem-solving alternatives.
Indicate consequences.
Assertive Behavior
INTERPERSONAL ORIENTATIONS
Interpersonal OrientationsDominant way of relating to people
Assertive Behavior
FACILITATING SMOOTH RELATIONS
Interpersonal FacilitationThe capacity to focus on others’
personal needs, sensitivities, and idiosyncrasies
Assertive Behavior
FACILITATING SMOOTH RELATIONS Building on emotional
intelligence Learning about co-workers’
personal lives Making mental notes about
employee likes and dislikes, values, interests, and preferences&
Assertive Behavior
FACILITATING SMOOTH RELATIONS
Monitoring other people’s degree of job involvement, mood level, commitment, and satisfaction
Developing and applying their facilitative skills in a variety of social settings
Assertive Behavior
STROKING
Any act of recognition for another
May be positive, negative, or mixed
Assertive Behavior
STROKING
Conditional Strokes Offered to employees if they
perform correctly or avoid problems
Unconditional Strokes Presented without any connection
to behavior
Assertive Behavior
STROKING
Interpersonal Orientation
Conflict Resolutio
n Strategy
Probable Behavior
I’m not OK — You’re not OK
AvoidanceNon-
assertiveness
I’m not OK — You’re OK SmoothingNon-
assertiveness
I’m OK — You’re not OK ForcingAggressivenes
s
I’m OK — You’re OKConfrontin
gAssertiveness
Power and Politics
POWER
The ability to influence other people and events
Power and Politics
Types of POWER
Personal Power Ability of leaders to develop
followers from strength of their own personalities
Power and Politics
Types of POWER
Legitimate Power Arises from the culture of society
by which power is delegated legitimately from higher established authorities to others
Power and Politics
Types of POWER
Expert Power Power that arises from a person’s
knowledge of and information about a complex situation
Power and Politics
Types of POWERReward Power The capacity to control and
administer items that are valued by another
Arises from an individual’s ability to give pay raises, recommend someone for promotion or transfer, or even make favorable work assignments
Power and Politics
Types of POWER
Coercive Power The capacity to punish another, or
at least to create a perceived threat to do so
Power and Politics
EFFECT OF POWER BASES
Resistance Commitment
Power and Politics
ORGANIZATIONAL POLITICS
Intentional behaviors that are used to enhance or protect a person’s influence and self-interest while also inspiring confidence and trust by others
Power and Politics
ORGANIZATIONAL POLITICS
Four Key Dimensions: Socially astute Interpersonal influence Networks Sincerity
Power and Politics
INFLUENCE AND POLITICAL POWER
Social exchange implies that… “if you’ll do something for me, I’ll
do something for you.” Relies on the powerful norm of
reciprocity in society, where two people in a continuing relationship feel a strong obligation to repay their social “debts” to each other
Power and Politics
INFLUENCE AND POLITICAL POWER
Tactic Used Example*
Social exchange
In a trade-off the chief engineer helps the factory manager get a new machine approved if the manager will support an engineering project.
Alliances The information system manager and the financial vice president work together on a proposal for a new computer system.
Identification with higher authority
The president’s personal assistant makes minor decisions for her.
*the following examples are used in the book
Power and Politics
INFLUENCE AND POLITICAL POWER
Tactic Used Example*
Control of information
The research and development manager controls new product information needed by the marketing manager.
Selective service
The purchasing manager selectively gives faster service to more cooperative associates.
Power and status symbols
The new controller arranges to double the size of the office, decorate lavishly, and employ a personal assistant.
*the following examples are used in the book
Power and Politics
INFLUENCE AND POLITICAL POWER
Tactic Used Example*
Power plays Manager A arranges with the vice president to transfer part of manager B’s department to A.
Networks A young manager joins a racquetball club.
*the following examples are used in the book
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