CONFLICT RESOLUTION AND GENERAL MANAGEMENT MBA 5192

1. CONFLICT RESOLUTION AND GENERAL MANAGEMENT MBA 5192 RAJ BASU Vice-President for Academic Affairs OSU-Tulsa

2. ORGANIZATIONAL POWER • The potential to influence the behavior of others and the ability to resist unwanted influence

3. SOURCES OF POWER • Legitimate Authority • Ability to reward • Coercive authority • Expert power • Referent power • Networks and Alliances • Structural Location

4. DEVELOPING REWARD POWER • Praise and reward frequently • Reward the deserving only • Be consistent in the distribution of rewards • Do not underestimate the power of intangible rewards

5. DEVELOPING COERCIVE POWER • Walk softly and carry a big stick • Do not misuse or over use coercive power • Be consistent in the use of coercive power • Use coercive power in private, and reward power in public

6. DEVELOPING EXPERT POWER • Gain valued knowledge and expertise • Establish yourself as a resource for others • Share your expertise generously • Stay ahead of the learning curve

7. DEVELOPING REFERENT POWER • Understand people’s needs, interests, and problems • Genuinely respect mutual differences • Invite reciprocal influence • Do not make illegitimate demands • Empower to gain power

8. DEVELOPING NETWORKS & ALLIANCES • Establish credibility and expertise • Develop a reputation for wisdom and fairness • Prove your loyalty and trustworthiness to people • Consistently build your credits • Find powerful mentors • Keep your manager informed of your achievements • Complement your manager’s style

9. ADVANTAGES OF NETWORKS & ALLIANCES • Increased access to resources • Greater autonomy and decision-making latitude • Greater political and moral support

10. DEVELOPING STRUCTURAL POWER • Seek mission critical responsibilities • Seek jobs with high Centrality • Seek responsibilities that allow control over resources • Have access to important information

11. RESPONSES TO POWER • Coercive Power: Resistance • Legitimate, Reward Power: Compliance • Expert, Referent Power: Internalization

12. Successful Long-term Power Users • Have a high need for using power for the good of others • Approach relationships with a communal orientation • Focus on needs and interests of others • belief in the authority system • preference for • work & discipline • belief in justice • altruism

13. Creating & Sustaining High Performance Teams

14. Learning Objectives • Teams, their uses, and impact on individual behavior • Process of team development • Factors Affecting Team Performance • Team Decision-making Techniques • Management of teams and meetings

15. Teams • A relatively small number of people with complementary skills, sharing a common perception of belonging, who are committed to a common mission, performance goals, and mutual accountability

16. Groups v Teams Group Individual Team Group--a collection of people having a common interest or objective (emphasizes individual performance and accountability)

17. Advantages of Teams • Higher quality decisions • Larger array of alternatives • Greater legitimacy of decisions made • Meets social needs of employees

18. Disadvantages of Teams • Physical and temporal challenges • Ambiguous responsibility • Risky shift • Pressure to conform • Groupthink

19. When to Use Teams • Consistent with organizational culture • Focus on team product/performance • Interdependence • Effectiveness over efficiency (time)

20. Stages of Team Development • Forming • Storming • Norming • Performing

21. Sources of Conflict in Teams • Incongruent goals / Role ambiguity • Ideological differences • Role overload • Resource scarcity • Individual differences • Individual reward structure

22. Factors Affecting Performance • Team-Organizational Goal Compatibility • Team Cohesion 06/16/97

23. Factors Affecting Compatibility • Organizational Vision • Socialization • Performance-based rewards 06/16/97

24. Factors Affecting Cohesion • Well defined expectations • Member Interest • Incentives • Stability • History • Size 06/16/97

25. Team Decision-Making Techniques • Dialectical Inquiry • Nominal Group Training (NGT)

26. Dialectical Inquiry • State and clarify problem • Appoint a Devil’s Advocate • Remaining members generate solutions • Devil’s Advocate evaluates solutions • Members regenerate solutions • Steps are repeated till consensus

27. Nominal Group Technique • State and clarify problem • Members record solutions independently • Leader writes solutions on board • Team discusses solutions • Members rank solutions • Average ranking implemented

28. Sources of Problems in Team Meetings • Unnecessary meeting • Unclear objectives • Poor organization • Poor process management • Inappropriate size

29. Effective Management of Team Meetings • Deciding when or if to convene a meeting • Deciding whom and how many to invite • Preparing for the meeting • Managing dynamics during the meeting

30. Managerial Guidelines • Outline the mission and goals of the team (issue a performance challenge) • Make an explicit link between individual and team performance • Build a sense of common fate

31. Managerial Guidelines • Allow for conflict, but manage it • Make sure appropriate norms are established • Make sure key roles are filled • Take opportunities to bond the team • Give it time, do not rush to performance! (long-term endeavor)

32. Performance-ready Team • Well developed sense of purpose • Cohesive • Relaxed • Team members listen to one another • High degree of participation • Conflict is focused on issues