Power and Conflict

Conflict is actual or perceived opposition between parties. It arises from disharmony between people, ideas or interests. 

Whilst working for Barclays I assumed conflict in inequitable treatment. This unjust treatment was between management and cashiers. In this case most members of staff were on a flexible contract, for 35 hours a week, therefore 7 hours a day, 9:00 – 17:00. The purpose of the flexible contracts was to ensure that there were members of staff covering both sides of the day, employees coming in early and leaving early, and employees coming in late and leaving late but always fulfilling their hours for the day. However management expected staff to come in at 8:30 and work through till 18:00 every day without receiving overtime or time back in lieu. This created conflict between the management and I because I believed the management were taking advantage of the cashiers good will. Unfortunately the management refused to address the conflict in hand and improve the working conditions for the staff. “Perhaps our reluctance to identify, and then directly address, conflict within organisations is based upon the widely held belief that conflict is inevitable, negative and unmanageable.” In my opinion I believe the management saw me as a ‘difficult person’ and as a result were unwilling to resolve the conflict. Unfortunately for me I was educated enough to understand I was being treated badly and unfairly and the only solution was to leave.

There are three views of employer/employee relationships, these are: unitary, pluralistic and radical.

The unitary perspective is very traditional. Mullins (2010) suggests an organisation with this perspective is viewed as integrated, co-operative and harmonious. Everyone is striving to meet a common goal. Conflict is always resolved and sees the cause of conflict as communication failure.

The pluralistic perspective – Organisations are made up of competing sub groups with separate interests and this causes inevitable clashes. Managers understand it is there job to accept conflict and attempt to keep the balance within the organisation.

Radical perspective – “Conflict is an inherent feature of the unequal nature of organisational life and a means of bringing about change” Mullins (2010) this perspective believes conflict cannot be resolved and as a result workers can often be exploited.

Mullins (2010) proposes a recent view of conflict, the interactionist perspective which suggests that conflict is positive and necessary for effective performance. The approach encourages minimum conflict and helps employees with self-criticism, change and innovation.

Power and control is important in order to improve work behaviour and organisational behaviour. Mullins (2010) French and Raven identified five bases of power in 1959. These were: Coercive power, reward power, expert power, legitimate power and referent power. 

Coercive power: This type of power is based on threats and punishment. Minds tool (1996) For example the individual in power threatens an employee with being fired. This type of power can lead to demotivation in the workplace and should be avoided.

Reward power: This power is where an individual is able to give out rewards, raises, promotions and training opportunities. Mind tools (1996) For example a manager is able to compliment an individual on the work they have done and offer a reward for their hard work. However If the reward does not have a perceived value, the power of an individual weakens.

Expert power: An individual with expert power will have knowledge and skills in a particular field. The knowledge and skills they possess give them power as other employees will listen and respect them and look to them for leadership.  For example an individual with expert power will be able to demonstrate their expertise and as a result inspire and help the employees around them.  “Knowledge is power” Sir Francis Bacon

Legitimate power:  Individuals hold an official position or job title, which typically gives tem power. Social hierarchies, cultural norms and organisational structure are the basis for this type of power. Mind Tools (1996) An example of someone with legitimate power is a CEO, as they have the power to make decisions and influence others.

Reference power: An example of an individual with referent power is any celebrity, as they can have huge influences on people including what they purchase. Mind tools (1996) suggest this power is built on the thought of charisma, charm, admiration and appeal. A person, who can charm the others in the office, can make them feel good, so they tend to have a lot of influence on them.

All these types of power influence people in different ways. Some are stronger influences than others, and are based on more than just their basic personality. Those in power need to influence individuals in the right way and motivate them to achieve the goals and objectives of the company and improve work behaviour.

Organisations will see some conflict as inevitable; however the way in which they minimise conflict is extremely important to avoid any harm to the organisation.

Clarification of goals and objectives. Mullins (2010) suggest that the clarification of goals and objectives, role definitions and performance standards will help avoid misunderstandings. This will ensure everyone knows what is expected of them.

Non-monetary rewards. Non-monetary rewards can be offered where financial resources are restricted. These include flexible working hours, job rotation, relaxed working conditions and attendance at courses. These non-monetary rewards keep individuals motivated and help minimise conflict.

Human resource management policies and procedures. Mullins (2010) proposes that careful and detailed attention to HRM policies and procedures may help to reduce areas of conflict within the organisation. Grievance and disciplinary procedures are examples of these policies and procedures.

Group activities. “Attention to the composition of groups and to factors that affect group cohesiveness may reduce dysfunctional conflict.”  (Mullins, 2010, pg. 103)

Leadership and management. Individuals look up to and learn from management and leaders within the organisation. Supportive leadership and management is likely to assist in conflict management. Furthermore showing respect, creating a positive work environment and encouraging personal self-development will all help with minimising conflict. Mullins (2010)

In conclusion it is clear that some conflict is inevitable within any organisation. Conflict can be used to improve upon existing procedures and policies and help an organisation become more effective. Although conflict is inevitable, it must be controlled and minimised as to not harm the goals and objectives of the organisation.

Power and control is imperative in order to improve work behaviour and reach the goals of the organisation. Different types of power as discussed above have different effects on the employees working around them. Both power and control and conflict can have a negative effect upon an organisation and if managed correctly can lead to success.

Mullins, LJ (2010) Management & organisational behaviour. 9^th ed. Essex: Pitman publishing.

Mind Tools (1996) [online] Available from: http://www.mindtools.com/pages/article/newLDR_56.htm [Accessed on 8/4/2011]