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Assignment Unit 4 OB

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8 views

Assignment Unit 4 OB

Uploaded by

kulkarnikanishka09
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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ASSIGNMENT

Module 4: Power, Politics, Conflict and Negotiation

1. Give some examples of coercive power in organizations.

From threatening to fire an employee to taking them off important projects, here
are some examples of coercive power.

Terminating an employee for non-compliance — just like a school may expel a


student for bad behavior
Demoting a non-compliant employee
Written warnings to mar stellar records
Putting employees on projects they don’t want as punishment
Requiring overtime or extra work to complete a project
Publicly berating an erring employee
Removing erring employees from important projects they want to be part of
Threatening to withhold bonuses

2. What are the barriers of negotiation behavior?

Barriers to the Negotiation Behavior :

1. Negative Outlook
Your attitude during the negotiation-hostile or cooperative-decides the
tone for the negotiation. Negotiation need not be confrontational. In fact,
effective negotiation is characterized by the parties working together to
find a solution, rather than each party trying to defeat the other party.

2. Attitude of Winning
Negotiations should be about finding solutions and adding value for all
parties, not about winning or losing. As soon as we view the customer as
the opponent, we compromise our ability to identify mutually beneficial
outcomes.

3. Emotional Control
Strong emotions make us blind towards reason during negotiation. Though
it is normal to become emotional during negotiation but as we get more
emotional, we are less able to channel our negotiating behavior in
constructive ways. Therefore, it is important to maintain control.

4. Price
Sales professionals identify price as the number one objection in the sales
process and the most significant barrier in negotiations. Don’t give price
more weight than it deserves!

5. Lack of empathy
Since we are trying to find a solution that is acceptable to both parties, we
need to understand the other person’s needs, and wants with respect to the
issue of negotiation. If we do not know what the person needs or wants,
we will be unable to negotiate properly. Often, when we take the time to
find out about the other person, we discover that there is no significant
disagreement.

6. Wrong focus
Negotiators have a tendency to focus on the individuals rather than the
issues involved. This is particularly true with people we dislike. There is a
tendency to get off track by focusing on how difficult the person is. Once
this happens, effective negotiation is impossible. It is important to stick to
the real issues and put aside our personal feelings about the individual.

7. Blame Game
Playing the blame game makes the negotiation situation difficult. In any
conflict or negotiation, each party contributes, for better or worse. If you
blame the other person for the difficulty, it will result in defiance. If you
take responsibility for the problem, you will create a spirit of cooperation.

3. Explain the role of political behavior in organization?


Power and politics are inextricably interwoven with the fabric of an
organization’s life. In any organization, at any given moment, a number of
people are seeking to gain and use power to achieve their own ends. This
pursuit of power is political behavior. Organizational politics refers to
the activities carried out by people to acquire, enhance and use power and
other resources to obtain their preferred outcomes in a situation where
there is uncertainly or disagreement. One great organizational scholar,
Tushman defined politics, ‘as the structure and process of the use of
authority and power to affect definition of goals, directions and the other
major parameters of the organization. Decisions are not made in rational or
formal way but rather through compromise accommodation and
bargaining.’

4. Evaluate why power is important to negotiators, and how to best deal with
negotiators who have more power?

According to Dacher Keltner of the University of California at Berkeley


and his colleagues, power in negotiation affects two primary neurological
regulators of behavior: the behavioral approach system and the behavioral
inhibition system. Powerful negotiators demonstrate “approach related”
behaviors such as expressing positive moods and searching for rewards in
their environment.
By contrast, powerless individuals tend to experience a great deal of self-
inhibition, triggered by fear of potential threats. Here, we elaborate on four
key differences between the powerful and the less powerful – differences
you can use to your advantage in negotiations.

5. How do you recognize and account for the exercise of counterpower in an


organization?

Power dependency is the extent to which a person or group is susceptible


to an influence attempt. Included here is the notion of counterpower, or the
ability of the subordinate to exercise some power and buffer the influence
attempt of another.

Common power tactics include controlling access to information,


controlling access to persons, the selective use of objective criteria,
controlling the agenda, using outside experts, bureaucratic gamesmanship,
and forming coalitions and alliances.

The resource dependence model suggests that one unit within an


organization has power over another unit when the first unit controls
scarce and valued resources needed by the second unit.

The strategic contingencies model asserts that one unit has power over
another when the first group has the ability to block the second group’s
goal attainment—that is, when it controls some strategic contingency
needed by the second group to complete its task.

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