權(quán)力與沖突管理

1、權(quán)力與衝突管理陳家聲教授2003/11/26權(quán)力的基礎(chǔ)合法權(quán)（Legitimate power） 。獎酬權(quán)（Reward power）。 強制權(quán)（Coercive power）。專家權(quán)（Expert power）。 參考權(quán)（Referent power）。Position PowerPersonal PowerSources of Power in OrganizationsPowerInfluenceoverOthersInterpersonal Sourcesof Power Reward Coercive Legitimate Expert ReferentStructural Sour

2、cesof Power Knowledge Resources Decision Making NetworksEffective/Ineffective Applicationof Power Relationships among power bases Selection of influence strategiesHellriegel, D., Slocum, Jr., J. W., & Woodman, R. W. (2001) Organizational behavior. (9th. ed.) South-Western College Publishing. Basic R

3、esponses to PowerResistance:Commitment: Personal Powerperceived as appropriateperceived as excessiveFollowing the direction of a person with power ,even if you do not agree with the directions.Attempts to avoid following instructions. Position PowerAdopting a viewpoint and enthusiastically following

4、 directions. Compliance:Source: Yukl,G. A., and Taber, T. ”The Effective Use of managerial Power” 精品資料網(wǎng)What Creates Dependency?Number ofViableSubstitutesImportanceof theResourceScarcity of the ResourceFrom: Robbins(2001) Organizational behavior. Prentice Hall Inc.Reasons for Political Behavior人們從事政治

5、行為，因為他們知道取得並利用權(quán)力可以幫助他們完成他們的目標。Task CharacteristicsSituation CharacteristicsCommunication is lacking.Rewards are uncertain.Employees are highly competitive. Individual CharacteristicsGoal are inconsistent.Performance criteria are ambiguous.Tasks are interdependent.People have a strong need for power.

6、People score high in Machiavellianism.People have an internal locus of control.Summary of Relationships BetweenPersonality and Political BehaviorNeed for powerWeak need for powerStrong need for power* Institutional power beneficial* Personal power detrimental MachiavellianismPeople who are notMachia

7、velliansMachiavelliansLocus of controlExternalsInternalsRisk-seeking propensityRisk avoidersRisk seekersDecreased Probabilityof Political BehaviorIncreased Probabilityof Political BehaviorPersonalityVariableHellriegel, D., Slocum, Jr., J. W., & Woodman, R. W. (2001) Organizational behavior. (9th. ed

8、.) South-Western College Publishing. 精品資料網(wǎng)HigherAuthorityBargainingAssertivenessCoalitionSanctionsFriendlinessReasonPower TacticsFrom: Robbins(2001) Organizational behavior. Prentice Hall Inc.Influence StrategiesRational persuasionInspirational appealConsultationIngratiationExchangePersonal appealCo

9、alitionLegitimatingPressure Source: Adapted from Yukl, G., Guinan, P.J., and Sottolano, D. Influence tactics used for different objectives with subordinates, peers, and superiors. Group & Organization Management, 1995, 20, 275; Buchanan, D., and Badham, R. Power, Politics and Organizational Change.

10、London: Sage, 1999, 64. Characteristics of Effective Users of PowerEffective users of power:Understand the structural and interpersonal sources of power and how to use them effectively.Understand the nature of the exchange process.Understand legitimate and illegitimate power-related behaviors.Seek p

11、ositions where they can develop power.Exercise maturity and self-control.Hellriegel, D., Slocum, Jr., J. W., & Woodman, R. W. (2001) Organizational behavior. (9th. ed.) South-Western College Publishing. 精品資料網(wǎng)Sources of PowerlessnessSource: Adapted from Kanter, R.M. Rosabeth Moss Kanter on the Fronti

12、ers of Management. Boston: Harvard Business Review Books, 1997, 153.POSITIONLACK OF POWER DUE TO:First-linesupervisorsStaffprofessionalsTop executivesRoutine jobs with rigid rulesLimited access to informationLimited advancement possibilitiesPeripheral tasksBlocked careersEasy replacement by outside

13、expertsLimited or blocked upward information flowsLack of control of supply linesReduced support due to political challengesWays to Handle Destructive Organizational PoliticsEnsure Constructive BehaviorRecognize Destructive BehaviorEnd Destructive BehaviorModel constructive behavior Reward construct

14、ive behavior Understand interpersonal processes Recognize formal and informal groups and group members roles Apply ethical principles Apply position power to direct an end to destructive politics Apply personal power to inspire an end to destructive politics Use cooperation 精品資料網(wǎng)提升政治效能的八項建議聲稱根據(jù)組織目標：

15、所有的言論都必須建基於組織利益的觀點。建立良好的形象：瞭解組織與員工的期望，建立良好形象。控制組織中稀有及重要資源以增加影響力。 。讓自己被認為是不可或缺的：藉由展現(xiàn)不可取代的姿態(tài)，可以提升你的影響力。增加個人的能見度。發(fā)展強有力的聯(lián)盟：結(jié)盟可以使有力人士進入你的陣營。與有汙點的成員、邊緣成員保持距離。支持你的上司，他們將影響你未來發(fā)展。不要低估你的上司，不要對別人說他的壞話。Source:Robbins,S. P.組織行為學。第九版。 精品資料網(wǎng)政治遊戲勝出的秘訣卡內(nèi)基如何結(jié)交朋友及影響他人真誠待人。笑臉迎人。緊記要以名相稱。做個好的聆聽者，鼓勵他人多談他們自己。談人家愛談的事。讓人家感覺重

16、要，要待之以誠。【討論】談?wù)勀鷮πn突的看法與感受。 精品資料網(wǎng)人際衝突(Interpersonal Conflict)性別角色文化價值觀知覺主觀經(jīng)驗個性溝通與表達技巧對衝突的看法Basic Forms of ConflictFORMCORE MEANINGGoal conflictIncompatible preferencesCognitive conflictAffective conflictProcedural conflictIncompatible thoughtsIncompatible feelingsIncompatible views on processHellriege

17、l, D., Slocum, Jr., J. W., & Woodman, R. W. (2001) Organizational behavior. (9th. ed.) South-Western College Publishing. 精品資料網(wǎng) 精品資料網(wǎng)解決人際衝突的模式合作強迫妥協(xié)逃避順應(yīng)合作的不合作的自我肯定非自我肯定希望去滿足他人的期望希望去滿足個人的期望Interpersonal Conflict Handling StylesAvoiding StyleUnassertive and uncooperative.Forcing StyleAssertive and unco

18、operative.Accommodating StyleUnassertive and cooperative.Collaborating StyleAssertive and cooperative.Compromising StyleIntermediate level of assertive and cooperative behaviors.Hellriegel, D., Slocum, Jr., J. W., & Woodman, R. W. (2001) Organizational behavior. (9th. ed.) South-Western College Publ

19、ishing. 處理人際衝突的三種策略 雙輸策略（兩敗俱傷）我倆沒有明天。如焦土政策折衷妥協(xié)打官司。 輸贏策略（你死我活）如競爭。 雙贏策略（皆大歡喜）明天會更好。共同合作解決問題。輸贏策略輸贏關(guān)係（你死我活）：如主管依職權(quán)要求、強制部屬做一些工作時，員工易感。覺自己在工作關(guān)係上落敗，產(chǎn)生主管贏、員工輸?shù)那闆r。管理人員對員工所提工作、組織改善的建議不做積極的反應(yīng)。有多數(shù)人管理或是由控制較大團體資源的少數(shù)人管理（壟斷、獨裁）方式，流派之爭，亦屬之。 精品資料網(wǎng)雙輸策略雙輸關(guān)係（兩敗俱傷、塗地）：焦土政策。兩敗俱傷的做法常令許多相關(guān)的人士感到不滿，其中較易為人接受的一種型態(tài)為妥協(xié)，有人以為小勝總比

20、全盤皆輸、全敗、全軍覆沒為好。利用付費、交易的方式處理。公司提供額外的酬賞給員工，以激勵員工作一些他們不願意的工作。金錢的收買。結(jié)果雙方均有所失。請求中立的第三者協(xié)助處理。以中庸之道解決問題，對衝突的雙方顯會滿意。輸贏及雙輸關(guān)係的特點輸贏關(guān)係（你死我活）以及雙輸關(guān)係（兩敗俱傷、塗地）的做法有些共同的特徵：敵我（你、我）壁壘分明，缺乏彼此的尊重、瞭解與接納，僅強調(diào)自己的觀點、從自己的角度看問題，重視個體的心理滿意、面子關(guān)係，而不是針對問題作處理，針對共同的需要來確定問題。部門的本位主義即是明顯的例子。強調(diào)獲取解決問題的辦法，而不重視確認目標、價值觀與需求。這種情況下使得衝突常變成對人而不對事。不

21、能客觀的思考及分析、確定問題，為衝突而衝突，不顧全關(guān)係，較難思考雙方思想分歧所帶來的長期影響及如何消弭分歧。 精品資料網(wǎng)雙贏關(guān)係（皆大歡喜）基本理念：視衝突為促進組織變革力量的來源，認識衝突的存在與功能，明確鼓勵不同意見的交流，視衝突的處理為管理人員的職責，積極尋求創(chuàng)新、合作的（雙贏）衝突解決方式。針對目標、問題本身及相關(guān)情況，透過適當?shù)募记苫蚍椒?，確認衝突的根源或建立更高層級的目標，以解決問題。雙贏關(guān)係中管理者的角色管理人員化解衝突的促進者，所表現(xiàn)具有魅力的行為：予人親切感，能與各方有關(guān)人員發(fā)展密切的關(guān)係；表現(xiàn)積極投入的態(tài)度，花時間瞭解衝突問題的成因；能明確的判斷問題的關(guān)連，掌握問題的核心；

22、協(xié)助及促進相關(guān)人員認清、評估無效益的行為，並消除（減少）他們在衝突處理過程中的出現(xiàn)；能促進相關(guān)人員在問題解決過程中的參與、投入。 精品資料網(wǎng)雙贏、皆大歡喜的衝突處理技巧1. 塑造衝突的安全環(huán)境。2. 彼此尊重、信任與接納的態(tài)度。3. 發(fā)展有意義的互動溝通。4. 澄清彼此的假設(shè)、觀點、價值觀，辨識衝突來源。5. 建立共同的組織目標或超部門的共同目標6. 共同討論可行方案。7. 落實執(zhí)行彼此的協(xié)議。組織衝突管理策略1.正式職權(quán)2.有限溝通3.整合機制4.對質(zhì)和協(xié)商5.中立第三諮詢者6.成員輪調(diào)7.上級目標8.群體間訓練減少衝突行為增加合作態(tài)度 精品資料網(wǎng)解決組織衝突的方法辨識衝突來源建立共同的組織目標如建立超部門之共同目標調(diào)解