權(quán)力與沖突管理英文

權(quán)力與沖突管理英文第一頁，共五十一頁，2022年，8月28日Power:DependencyModelReciprocaldimensions Individualscedepowertotheextentthattheymust(orperceivetheymust)relyonotherstoaccomplishtasks. Individualswhoarerelieduponaccruepower.第二頁，共五十一頁，2022年，8月28日PowerandDependencyDependencyincreaseswhen: Jobsbecomemorespecialized Tasksbecomemoreinterdependent Authorityisdiffused Environmentbecomesmoreuncertain Technologyincreases第三頁，共五十一頁，2022年，8月28日Power:ExchangeModelNotmerelyacounteractiontodependencyPowerisanexchangeprocess.PartofsocialinteractionOrganizationisrunthroughaseriesofindividualnegotiations第四頁，共五十一頁，2022年，8月28日Power:ExchangeModelPerson1commandsresourcesneededbyPerson2Person1exchangesresources,inreturnPerson2complieswithPerson1’srequests第五頁，共五十一頁，2022年，8月28日Power:EmpowermentModelPowerisnotafiniteresource Organizationalpowergrowsthroughsharingit

第六頁，共五十一頁，2022年，8月28日Power:EmpowermentModelEffectiveuseofpowerrequirestrainingandexperiencePowercarriestheconcomitantneedtoactresponsibly.Empowermentusuallyfailsincaseswhereusershavenoperviousexperienceinitsuse.第七頁，共五十一頁，2022年，8月28日Power:EmpowermentModelModelhasgrowninpopularityfromrecognitionthatpowerlessnesshasadverseeffectsonorgs. e.g.,loweredmotivationand commitment第八頁，共五十一頁，2022年，8月28日Power:EmpowermentModelSourcesofPowerlessness1.OrganizationalCulture2.ManagementStyle3.JobDesign4.RewardSystems第九頁，共五十一頁，2022年，8月28日Legitimacyofpower

Peoplewillfollowdirectionorbepersuadedthroughanumberofcausessuchas…FearofconsequencesofnotobeyingDesireforrewardsNeedforresourcescontrolledbyanindividualBeliefinthelegitimacyofaperson’spowerI.e.,theywieldmoralauthorityorYoubelievethattheirdirectionwillresultinthegreatergoodforanorganizationLegitimacyisthemostdifficultwaytoachievepowerHardesttounseatonceit’sestablished第十頁，共五十一頁，2022年，8月28日Power-sourcesPeoplederivepowerfrom3basicsources:1.Thepositiontheyhold2.Theirpersonalcharacteristics3.Theresourcesorinformationtheycanaccessandcontrol第十一頁，共五十一頁，2022年，8月28日PositionPowerPowerthatisaccruedbyvirtueofwhereyouareintheorganization:AuthorityLegitimatepower:Subordinatesobeyordersbecausetheyviewthemaslegitimateduetothepositionthatamanagerholdsintheorganization.第十二頁，共五十一頁，2022年，8月28日PositionPowercontdControlofrewardsandpunishments: “Stickandcarrot”power.Mayalsobecoercivepower.Centrality:Thedegreetowhichapositionislinkedtoandimportanttotheactivitiesofotherindividualsandsubunits.第十三頁，共五十一頁，2022年，8月28日PersonalPowerBasedonindividualknowledgeandabilityorpersonalinfluenceoverotherindividuals.Expertise:Basedonuniqueorspecialknowledge.第十四頁，共五十一頁，2022年，8月28日PersonalPowerCharisma/Referent: Personalcharmandpersuasiveness. Referent-personisattachedtooridentifieswithanindividualandthereforecanbeinfluenced Individualswithcharismaoftendevelopreferentpowerbecausetheyattractotherstofollow.第十五頁，共五十一頁，2022年，8月28日PersonalPowerCoercionPowerexercisedthroughfearofadverseconsequencesMyhaveadverseconsequencessuchasstress,turnoverandanxiety第十六頁，共五十一頁，2022年，8月28日ResourceandInformationBasedPower

ControlofScarceResources:Largelyself-explanatory,butbesureyouunderstandwhatresourcesareintegraltoyourjob.Notalwaysobvious:e.g.,keystorooms,projectorsetc.第十七頁，共五十一頁，2022年，8月28日ResourceandInformationBasedPowerControlofresourcescanalsoincludeanindividual/unit’sabilitytobringinresourcesfromoutsidetheorganization.e.g.,Successfulgrantwritersoftenexertpowerbeyondwhatmayappearfromtheirpositioninanorganization.第十八頁，共五十一頁，2022年，8月28日ResourceandInformationBasedPowerIndividualsorgroupsmaythemselvesbescarceresources.Unsubstitutability:Howhardisitforanyothergrouporindividualtoperformcertaintasks?Howintegralarethesetaskstotheorganization?第十九頁，共五十一頁，2022年，8月28日UnsubstitutabilityIndividualsorgroupsoftencreatethesesituationsbyperformingduties,butnotexplaininghowthey’redone.Oftendiscussedincomputercentersinthedebateoverserviceprovisionversusend-usertraining.第二十頁，共五十一頁，2022年，8月28日InformationisaresourcePeoplewhocommandinformationalsocommandpower.Maximallyusefulin:SituationsofUncertaintyIndividualsdislikeuncertaintyandindividualswhocanrelievethisuncertaintyacquirepower (DependencyRelationship)第二十一頁，共五十一頁，2022年，8月28日ConflictandNegotiation

Conflict: “theprocesswhichbeginswhenonepartyperceivesthattheotherhasfrustratedorisabouttofrustratesomeconcernofhisorhers.”第二十二頁，共五十一頁，2022年，8月28日ConflictandNegotiation

Ingeneral,thelikelihoodofconflictincreaseswhen:PartiesinteractViewtheirdifferencesasincompatibleSeeconflictasaconstructivewayofresolvingdisagreements第二十三頁，共五十一頁，2022年，8月28日Conflictoccurswhen:Morespecifically,conflictoccurswhen:1.Mutuallyexclusivegoalsorvaluesexistinfact,orareperceivedtoexist,bythegroupsinvolved.2.Interactionischaracterizedbybehaviordesignedtodefeat,reduce,orsuppresstheopponent,ortogainamutuallydesignatedvictory第二十四頁，共五十一頁，2022年，8月28日Conflictoccurswhen:3.Thegroupsfaceeachotherwithmutuallyopposingactionsandcounteractions.4.Eachgroupattemptstocreatearelativelyfavoredpositioninrelationtotheother.第二十五頁，共五十一頁，2022年，8月28日Conflictisnotinherentlybad:Positiveoutcomes:Betterideas/decisionsNewapproachestosolveproblemsSurfacingandthenresolvingoflong-standingproblemsClarificationofindividualviewsIncreasedinterestandcreativity第二十六頁，共五十一頁，2022年，8月28日NegativeoutcomesofconflictNegativeoutcomes:IncreaseddistancebetweenpeopleClimateofmistrustandsuspicionResistanceratherthanteamworkIncreasedturnoverFeelingsofdefeat/humiliation第二十七頁，共五十一頁，2022年，8月28日PerceptionandconflictPerceptionsplayalargeroleinconflicts. Individualsmayframetheirperceptionsalong3dimensions:

a.Relationship/Task b.Emotional/Intellectual c.Cooperate/WinHowindividualsorgroupshandleconflictoftendependsonhowtheyframeitineachdimension第二十八頁，共五十一頁，2022年，8月28日Whethertheoutcomeofconflictisgoodorbaddependsonavarietyoffactors:SocioculturalcontextIssuesinvolvedCognitiveframe i.e.,competitiveoutlooksarelesslikelytoseeka compromiseorfunctionaloutcome4. Characteristicsoftheparticipants

knowledge,experience,personalstyleinfluence outcomes5. MisjudgmentsandMisperceptions第二十九頁，共五十一頁，2022年，8月28日StagesofConflictConflictchangesovertime 1.Latent Conditionsforconflictexist foundationsfordisagreement 2.Perceived Differencesaremadepublic 3.Felt Involvedpartiesbegintofeeltenseas theresultofconflict i.e.,theconflictbecomespersonal第三十頁，共五十一頁，2022年，8月28日StagesofConflict 4.Manifestconflict

Observablebehavioremergesthatis designedtopursueoneparty’sgoalsor frustrateanother’s.

5.Conflictaftermath第三十一頁，共五十一頁，2022年，8月28日ConflictResolutionBasicparadigmsofnegotiation:DistributivebargainingIntegrativebargaining第三十二頁，共五十一頁，2022年，8月28日ConflictResolutionDistributive- Classicview.Adversarialroles.Oneparty’sclaimisanotherparty’sloss.Offer/Counter-offerstrategy. Powerisofparamountimportance.第三十三頁，共五十一頁，2022年，8月28日ConflictResolutionIntegrative- Transformtheprocessintoamutuallyadvantageousone. Problemsolvingratherthanwin-loseapproach.第三十四頁，共五十一頁，2022年，8月28日Conflictresolutionstyles1.Competing satisfyingyourconcernsbutnottheotherparty’sWorkswellin: emergencies unpopulardecisions onepartyisabsolutelycorrect onepartyhassignificantlymorepower

第三十五頁，共五十一頁，2022年，8月28日Conflictresolutionstyles2.Collaboration problemsolvingwiththeaimofmaximizing satisfactiontoallparties(integratedsolution) workingtogethertoachieve commongoalsWorkswellwhen: Bothsetsofgoalsaretooimportantto compromise Feelingshaveinterferedwitharelationship第三十六頁，共五十一頁，2022年，8月28日Conflictresolutionstyles3.Compromise Sharingpositions,butnotmovingtoextremesofassertivenessorcooperationWorkswellwhen: Bothsetsofgoalsareimportantbutenoughsoto makeeitherpartyassertive Partieshaveequalpower Timepressuresaresignificant第三十七頁，共五十一頁，2022年，8月28日Conflictresolutionstyles4.Avoidance Withdrawingoravoidingtheconflict

Satisfyneithertheirownnortheotherparty’sconcernsWorkswellwhen: Issuesaretrivial Individualshavelittlechanceofsatisfyingtheir goals

Resolvingtheconflictwillresultinsignificant disruption第三十八頁，共五十一頁，2022年，8月28日Conflictresolutionstyles5.Accommodation Onepartysatisfiestheother’sconcernswithoutaddressingtheirownWorkswellwhen: Onepartyrealizestheyarewrong Issuesaremoreimportanttoother’sthanyourself Buildingsocialcreditsforlateruseisimportant Harmony&stabilityareimportant Subordinatesneedtolearnfromtheirmistakes第三十九頁，共五十一頁，2022年，8月28日Conflictresolution-AfewpracticalpointsLookforpointsofagreementDon’targueoverareaswhereyouagree第四十頁，共五十一頁，2022年，8月28日Conflictresolution-FormalMethodsI.GrievanceProceduresFormalprocessbywhichworkerscomplaintomanagementincaseswheretheyfeelmistreatedortheirrightswereviolated.第四十一頁，共五十一頁，2022年，8月28日GrievanceProceduresProvidesamechanismto:1.respondtoworkerscomplaints2.clarifyworker’sandemployer’srights3.formallybringacomplainttotheattentionof management(andorunionofficials)4.defineacomplaint5.structureameetingbetweenparties第四十二頁，共五十一頁，2022年，8月28日ConflictResolutionII.MediationandArbitrationThird-partyinterventionswithtrainedintermediaries.Mediator-facilitatescommunicationandresolutionbetweentwoormoreparties.Arbitrator-actsasjudgeandmakesadecisiononanissue.第四十三頁，共五十一頁，2022年，8月28日MediationandArbitrationBasicnegotiationparadigmsaredifferentArbitration-tryingtoconvinceajudgethatyoursideistherightoneMediation-Tryingtoreachamutualpointofagreement第四十四頁，共五十一頁，2022年，8月28日Techniquesformoresuccessfulnegotiations1.Prepare Understandtheproblemthoroughly Understandtheothersidethoroughly第四十五頁，共五十一頁，2022年，8月28日Negotiationtechniques2.EvaluateAlternatives Whatcanyoulivewith? Whatdoyouideallywant? Whatcan’tyoulivewith? Understandwhatyoucanandcan’tbargainover.第四十六頁，共五十一頁，2022年，8月28日Negotiationtechniques3.Whataretheactualinterestsofbothparties?

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