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1、,按一下以編輯母片標(biāo)題樣式,按一下以編輯母片,第二層,國(guó)立臺(tái)灣大學(xué)商學(xué)研究所,*,陳家聲 教授 版權(quán)所有,權(quán)力與與衝突突管理理,陳家聲聲教授授,國(guó)立臺(tái)臺(tái)灣大大學(xué)商商學(xué)研研究所所,2003/11/26,權(quán)力的的基礎(chǔ)礎(chǔ),合法權(quán)權(quán)（Legitimatepower）。,獎(jiǎng)酬權(quán)權(quán)（Rewardpower）。,強(qiáng)制權(quán)權(quán)（Coercivepower）。,專家權(quán)權(quán)（Expertpower）。,參考權(quán)權(quán)（Referentpower）。,PositionPower,PersonalPower,SourcesofPowerinOrganizations,Power,Influence,over,Others,Int
2、erpersonal Sources,of Power,Reward,Coercive,Legitimate,Expert,Referent,Structural Sources,of Power,Knowledge,Resources,Decision Making,Networks,Effective/Ineffective Application,of Power,Relationships among power bases,Selection of influence strategies,Hellriegel,D.,Slocum,Jr.,J.W.,&Woodman,R.W.(200
3、1)Or,ga,nizationalbehavior.(9th.ed.)South-WesternCollegePublishing.,BasicResponsestoPower,Resistance:,Commitment:,perceived as appropriate,perceived as excessive,Following the direction of a person with power,even if you do not agree with the directions,.,Attempts to avoid following instructions.,Ad
4、opting a viewpoint and enthusiastically following directions.,Compliance:,Source:Yukl,G.A.,andTaber,T.”TheEffectiveUseofmanagerialPower”,WhatCreatesDependency?,Number of,Viable,Substitutes,Importance,of the,Resource,Scarcity,of the,Resource,From:Robbins(2001)Organizationalbehavior.PrenticeHallInc.,R
5、easonsforPoliticalBehavior,人們從從事政政治行行為，因?yàn)闉樗麄儌冎赖廊〉玫脕K利利用權(quán)權(quán)力可可以幫幫助他他們完完成他他們的的目標(biāo)標(biāo)。,TaskCharacteristics,SituationCharacteristics,Communicationislacking.,Rewardsareuncertain.,Employeesarehighlycompetitive.,IndividualCharacteristics,Goalareinconsistent.,Performancecriteriaareambiguous.,Tasksareinterdepend
6、ent.,Peoplehaveastrongneedforpower.,PeoplescorehighinMachiavellianism.,People havean internallocus ofcontrol.,Summaryof RelationshipsBetweenPersonalityandPolitical Behavior,Need for power,Weak need for power,Strong need for power,*Institutional power beneficial,*Personal power detrimental,Machiavell
7、ianism,People who are not,Machiavellians,Machiavellians,Locus of control,Externals,Internals,Risk-seeking propensity,Risk avoiders,Risk seekers,Decreased Probability,of Political Behavior,Increased Probability,of Political Behavior,Personality,Variable,Hellriegel,D.,Slocum,Jr.,J.W.,&Woodman,R.W.(200
8、1)Organizational behavior.(9th.ed.)South-Western College Publishing.,Higher,Authority,Bargaining,Assertiveness,Coalition,Sanctions,Friendliness,Reason,Power Tactics,From:Robbins(2001)Organizational behavior.Prentice Hall Inc.,Influence Strategies,Rationalpersuasion,Inspirational appeal,Consultation,
9、Ingratiation,Exchange,Personalappeal,Coalition,Legitimating,Pressure,Source:AdaptedfromYukl,G.,Guinan,P.J.,andSottolano,D.Influencetacticsused for differentobjectives withsubordinates,peers,andsuperiors.,Group&OrganizationManagement,1995,20,275;Buchanan,D.,and Badham,R.,Power,PoliticsandOrganization
10、al Change,.London:Sage,1999,64.,Characteristicsof EffectiveUsers of Power,Effective usersof p,ower,:,Understand the structural and interpersonalsourcesof powerandhowtousethemeffectively.,Understand the nature oftheexchange process.,Understand legitimate and illegitimate power-relatedbehaviors.,Seekp
11、ositions wherethey can develop power.,Exercisematurity and self-control.,Hellriegel,D.,Slocum,Jr.,J.W.,&Woodman,R.W.(2001)Organizational behavior.(9th.ed.)South-Western College Publishing.,Sourcesof Powerlessness,Source:AdaptedfromKanter,R.M.,RosabethMoss KanterontheFrontiers ofManagement,.,Boston:H
12、arvardBusinessReviewBooks,1997,153.,POSITION,LACK OF POWER DUE TO:,First-line,supervisors,Staff,professionals,Top executives,Routine jobs with rigid rules,Limited access to information,Limited advancement possibilities,Peripheral tasks,Blocked careers,Easy replacement by outside experts,Limited or b
13、locked upward information flows,Lack of control of supply lines,Reduced support due to political challenges,WaystoHandle Destructive Organizational Politics,Ensure ConstructiveBehavior,Recognize Destructive Behavior,EndDestructiveBehavior,Modelconstructivebehavior,Rewardconstructivebehavior,Understa
14、ndinterpersonalprocesses,Recognize formalandinformalgroupsandgroupmembers roles,Apply ethicalprinciples,Apply positionpowertodirect anend to destructivepolitics,Applypersonal powertoinspirean endtodestructivepolitics,Usecooperation,提升政治效效能的八項(xiàng)項(xiàng)建議,聲稱根據(jù)組組織目標(biāo)：所有的言言論都必須須建基於組組織利益的的觀點(diǎn)。,建立良好的的形象：瞭瞭解組織與與員工的期
15、期望，建立立良好形象象。,控制組織織中稀有有及重要要資源以以增加影影響力。,讓自己被被認(rèn)為是是不可或或缺的：藉由展展現(xiàn)不可可取代的的姿態(tài)，可以提提升你的的影響力力。,增加個(gè)人人的能見見度。,發(fā)展強(qiáng)有有力的聯(lián)聯(lián)盟：結(jié)結(jié)盟可以以使有力力人士進(jìn)進(jìn)入你的的陣營(yíng)。,與有汙汙點(diǎn)的成員、邊緣成成員保持持距離。,支持你的的上司，他們將將影響你你未來(lái)發(fā)發(fā)展。不不要低估估你的上上司，不不要對(duì)別別人說(shuō)他他的壞話話。,Source:Robbins,S.P.組織織行為學(xué)學(xué)。第九九版。,政治遊戲戲勝出的的秘訣卡內(nèi)基基如何結(jié)結(jié)交朋友友及影響響他人,真誠(chéng)待人人。,笑臉迎人人。,緊記要以以名相稱稱。,做個(gè)好的的聆聽者者，鼓勵(lì)勵(lì)
16、他人多多談他們們自己。,談人家愛愛談的事事。,讓人家感感覺重要要，要待待之以誠(chéng)誠(chéng)。,【討論】談?wù)勀鷮?duì)衝突突的看法法與感受受。,人際衝突突(InterpersonalConflict),性別,角色,文化,價(jià)值觀,知覺,主觀經(jīng)驗(yàn)驗(yàn),個(gè)性,溝通與表表達(dá)技巧巧,對(duì)衝突的的看法,BasicFormsofConflict,FORM,CORE MEANING,Goal conflict,Incompatiblepreferences,Cognitiveconflict,Affectiveconflict,Procedural conflict,Incompatiblethoughts,Incompatiblefeelings,Incompatibleviewsonprocess,Hellriegel,D.,Slocum,Jr.,J.W.,&Woodman,R.W.(2001)Organizationalbehavior.(9th.ed.)South-Western CollegePublishing.,解決人際衝衝突的模式式,合作,強(qiáng)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
企業(yè)領(lǐng)導(dǎo)者權(quán)力與沖突管理
