ASSIGNMENT

Module 4: Power, Politics, Conflict and Negotiation

1. Give some examples of coercive power in organizations.

1.Demotion: Coercive power can be exercised through demotion, where an

employee is moved to a lower-ranking position with reduced responsibilities,
authority, or compensation as a consequence of poor performance or disobedience.
2.Salary reductions or financial penalties: Management may have the authority to
impose salary reductions, withhold bonuses, or impose fines on employees as a way
to coerce compliance or discourage undesirable behavior.
3.Disciplinary actions: Managers or supervisors may have the power to enforce
disciplinary actions such as issuing verbal or written warnings, suspensions, or
termination of employment as a means of coercing employees to comply with
organizational rules or expectations.
4.Performance evaluations and promotions: Managers who have control over
performance evaluations and promotions can use coercive power by withholding
positive evaluations or promotion opportunities unless employees conform to their
expectations or demands.

2. What are the barriers of negotiation behavior?

1.Communication problems: Poor communication can hinder negotiation

behavior. Issues such as language barriers, misinterpretation of messages,
ineffective listening skills, or an unwillingness to communicate openly and
honestly can obstruct productive negotiation.
2.Cultural and diversity barriers: Cultural differences, diverse values, and
norms can present challenges in negotiation behavior. Different communication
styles, negotiation approaches, and expectations can lead to misunderstandings
or difficulties in finding common ground.
3.Lack of trust: A lack of trust between negotiating parties can hinder open and
constructive dialogue. Without trust, parties may be reluctant to share
information, make concessions, or collaborate, thereby impeding negotiation
behavior.
 4.Lack of information or inadequate preparation: Insufficient information
about the other party's interests, alternatives, or options can limit the ability to
engage in effective negotiation. Lack of preparation, including not researching
relevant facts or failing to define clear objectives, can also impede negotiation
behavior.

3. Explain the role of political behavior in organization?

1.Influence and persuasion: Political behavior is often employed to influence

others' opinions, decisions, and actions. Individuals engage in various tactics
such as persuasion, networking, lobbying, and coalition-building to gain support,
sway decisions, and shape the organization's direction.

2.Decision-making processes: Political behavior can influence decision-making

processes within organizations. Those who possess political skills and engage in
strategic behavior can shape the agenda, manipulate the decision-making
context, and influence the outcomes in their favor. They may use tactics such as
framing issues, forming alliances, or engaging in behind-the-scenes negotiations.

3.Organizational change: Political behavior can impact the implementation of

organizational change initiatives. Those who are skilled in political behavior can
navigate resistance, build support, and align stakeholders to facilitate the
adoption of new policies, procedures, or strategies. They may employ tactics
such as coalition-building, negotiation, or framing change messages to overcome
resistance and promote acceptance.

4.Power dynamics: Political behavior reflects the power dynamics within an

organization. It highlights how individuals or groups compete for power and
influence, either formally or informally. It helps shape the distribution of power
and resources within the organization and affects decision-making processes.

5.Informal networks and social capital: Political behavior often involves

building and leveraging informal networks and social capital. These networks
enable individuals to gain access to information, resources, and opportunities not
readily available through formal channels. Being well-connected and having
strong relationships can enhance an individual's political influence and
effectiveness.
4. Evaluate why power is important to negotiators, and how to best deal with
negotiators who have more power?

Power plays a crucial role in negotiations as it directly influences the dynamics,

outcomes, and leverage of the parties involved. Understanding the importance of power
in negotiations helps negotiators navigate the process effectively. When dealing with
negotiators who have more power, several strategies can be employed to level the
playing field and maximize outcomes:

1.Prepare thoroughly and gather information: Knowledge is power. Conduct thorough

research to gather relevant information about the other party's interests, alternatives,
constraints, and objectives. This allows you to be well-informed and strategically position
yourself during negotiations. Knowing their weaknesses or limitations can provide you
with leverage to address power imbalances.

2.Consider involving third parties: In situations where power imbalances are

significant, consider involving a neutral third party, such as a mediator or arbitrator, to
help facilitate the negotiation process. A skilled mediator can help level the playing field
and guide the parties toward a mutually acceptable resolution.

3.Develop strong negotiation skills: Enhance your negotiation skills, including active
listening, effective communication, persuasive argumentation, and the ability to manage
emotions. Skilled negotiators can influence outcomes by presenting compelling
arguments, asking insightful questions, and adapting their strategies to the evolving
negotiation dynamics.

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

organization?

1.Observe resistance or opposition: Resistance to organizational policies,

initiatives, or changes can indicate the presence of counterpower. Individuals or
groups may resist through passive-aggressive behavior, non-compliance, or
open opposition. Recognizing resistance helps identify areas where
counterpower is being exercised.

2.Encourage open communication and feedback: Create a culture that

encourages open communication, feedback, and the expression of diverse
opinions. By actively seeking input from employees at all levels of the
organization, you can uncover instances of counterpower and provide an avenue
for individuals to voice their perspectives and contribute to decision-making
processes.
3.Respond and adapt to feedback: Actively listen to feedback, concerns, and
suggestions from employees and stakeholders. When counterpower is exercised,
it often highlights areas for improvement or alternative approaches. By
responding to feedback and adapting organizational practices accordingly, you
acknowledge the exercise of counterpower and create opportunities for
collaboration and growth.
4.Consider multiple perspectives: When making decisions or developing
strategies, consider multiple perspectives and viewpoints. Involve stakeholders
from different levels, departments, and backgrounds to ensure a comprehensive
understanding of the issues at hand. By actively seeking diverse input, you can
account for counterpower and make more informed decisions.