企業(yè)領(lǐng)導(dǎo)者權(quán)力與沖突管理

,按一下以編輯母片標(biāo)題樣式,按一下以編輯母片,第二層,國立臺灣大學(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,國立臺臺灣大大學(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）。,獎酬權(quán)權(quán)（Rewardpower）。,強制權(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,Interpersonal 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.(2001)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.,Adopting 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.,ReasonsforPoliticalBehavior,人們從從事政政治行行為，因為為他們們知道道取得得並利利用權(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.,Tasksareinterdependent.,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,Machiavellianism,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.(2001)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,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,PoliticsandOrganizational 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.,Seekpositions 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:HarvardBusinessReviewBooks,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 blocked 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,Understandinterpersonalprocesses,Recognize formalandinformalgroupsandgroupmembers roles,Apply ethicalprinciples,Apply positionpowertodirect anend to destructivepolitics,Applypersonal powertoinspirean endtodestructivepolitics,Usecooperation,提升政治效效能的八項項建議,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。,建立良好的的形象：瞭瞭解組織與與員工的期期望，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。,增加個人人的能見見度。,發(fā)展強有有力的聯(lián)聯(lián)盟：結(jié)結(jié)盟可以以使有力力人士進進入你的的陣營。,與有汙汙點的成員、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發(fā)發(fā)展。不不要低估估你的上上司，不不要對別別人說他他的壞話話。,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,真誠待人人。,笑臉迎人人。,緊記要以以名相稱稱。,做個好的的聆聽者者，鼓勵勵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，要待待之以誠誠。,【討論】談?wù)勀鷮πn突突的看法法與感受受。,人際衝突突(InterpersonalConflict),性別,角色,文化,價值觀,知覺,主觀經(jīng)驗驗,個性,溝通與表表達技巧巧,對衝突的的看法,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