This document provides an overview of a course on management and leadership in education. Specifically, it summarizes Topic 5 which discusses power and politics in schools. It defines power and different sources of power, such as reward power, coercive power, legitimate power, referent power, and expert power. It also discusses politics in schools and different political tactics used, such as ingratiating, networking, managing information, and coalition building. Additionally, it covers conflict management styles like avoiding, compromising, competing, accommodating, and collaborating.
The aim of this study is to unfold the research findings through a synthesis of literature on conflict management and organizational performance. Conflict means a clash of opinions in the simplest term. It is clear that the clash of opinions will be everywhere if the human is there and this will cause conflicts. This study has incorporated the clear concept of conflict, organizational conflict, conflict management and the organizational performance. Moreover, this research work has tried to emphasize on the importance of the issue of conflict in the organization by focusing on nature, types, causes, process, several styles, as well as models of the conflicts. A large number of studies collected from various sources and then synthesized. The literature collected provided three approaches, traditional approach, behavioral approach, and interactionist approach. The researchers showed that two common types of conflicts, vertical and horizontal are faced by the managers in the organizations. Vertical conflict is observed in groups while horizontal occurs between persons at the similar level. Besides, researches have incorporated more types of conflicts, such as affective conflict, substantive conflict, conflict of interest, conflict of values, goal conflict, realistic conflict vs. nonrealistic conflict, institutionalized vs. non-institutionalized conflict, retributive conflict, misattributed conflict, displaced conflict etc. From the synthesis of the previous articles, it is understood that if conflict handled or managed exactly will increase the performance and productivity of the organization while poor conflict management has a negative phenomenon. This article noted that it may be a good habit to see conflict as a process not to look at the conflicting parties. This study has extracted a theoretical model of organizational conflict which comprises with specifically interpersonal, intragroup, and intergroup conflicts. Scholars in this field think that this theoretical model will enable an organizational interventionist to manage conflict effectively. The study also has observed that there is a significant relationship between conflict management styles (collective bargaining, compromise and accommodation) and organizational performance. The nature of this relation has indicated that when conflict is within the control and at an optimum level the organizational performance is the highest. Non-integrative conflict management strategies (competition, domination, and avoidance) had a negative effect on organizational performance. Finally, this study concluded that conflict was an unavoidable phenomenon in organizational life and it could contribute to or detract from organizational performance depending on the conflict management methods adopted in the workplace.
Key words: conflict, management, organizational, performance, literature
The aim of this study is to unfold the research findings through a synthesis of literature on conflict management and organizational performance. Conflict means a clash of opinions in the simplest term. It is clear that the clash of opinions will be everywhere if the human is there and this will cause conflicts. This study has incorporated the clear concept of conflict, organizational conflict, conflict management and the organizational performance. Moreover, this research work has tried to emphasize on the importance of the issue of conflict in the organization by focusing on nature, types, causes, process, several styles, as well as models of the conflicts. A large number of studies collected from various sources and then synthesized. The literature collected provided three approaches, traditional approach, behavioral approach, and interactionist approach. The researchers showed that two common types of conflicts, vertical and horizontal are faced by the managers in the organizations. Vertical conflict is observed in groups while horizontal occurs between persons at the similar level. Besides, researches have incorporated more types of conflicts, such as affective conflict, substantive conflict, conflict of interest, conflict of values, goal conflict, realistic conflict vs. nonrealistic conflict, institutionalized vs. non-institutionalized conflict, retributive conflict, misattributed conflict, displaced conflict etc. From the synthesis of the previous articles, it is understood that if conflict handled or managed exactly will increase the performance and productivity of the organization while poor conflict management has a negative phenomenon. This article noted that it may be a good habit to see conflict as a process not to look at the conflicting parties. This study has extracted a theoretical model of organizational conflict which comprises with specifically interpersonal, intragroup, and intergroup conflicts. Scholars in this field think that this theoretical model will enable an organizational interventionist to manage conflict effectively. The study also has observed that there is a significant relationship between conflict management styles (collective bargaining, compromise and accommodation) and organizational performance. The nature of this relation has indicated that when conflict is within the control and at an optimum level the organizational performance is the highest. Non-integrative conflict management strategies (competition, domination, and avoidance) had a negative effect on organizational performance. Finally, this study concluded that conflict was an unavoidable phenomenon in organizational life and it could contribute to or detract from organizational performance depending on the conflict management methods adopted in the workplace.
Key words: conflict, management, organizational, performance, literature
In organizations, conflict is regarded as the presence of discord that occurs when the goals, interests or values of different individuals or groups are incompatible and frustrate each other’s attempting to achieve objectives. There are different views surrounding the origin of conflict in organizations and institutions. From the draw of creation mankind has been presented with conflict. Conflict appears to be inevitable;
once there is human interaction conflict seem to fester. This paper seeks to describe the concepts of conflict management, conflict in organizations and conflict management and
its effect.
Disagreement between individuals or groups within an organization, that may have an impact on the overall functioning of the organization.
click here for more info https://motiveap.blogspot.com/2019/08/organizational-conflict-meaning-sources.html
Total Quality Management (TQM) -- Reinforcement Theory, Conflict Mgt, Bureauc...Monica P
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
This deals with the application of the concepts, principles, theories and methods of developing nursing leaders and managers in the hospital and community-based settings.
In organizations, conflict is regarded as the presence of discord that occurs when the goals, interests or values of different individuals or groups are incompatible and frustrate each other’s attempting to achieve objectives. There are different views surrounding the origin of conflict in organizations and institutions. From the draw of creation mankind has been presented with conflict. Conflict appears to be inevitable;
once there is human interaction conflict seem to fester. This paper seeks to describe the concepts of conflict management, conflict in organizations and conflict management and
its effect.
Disagreement between individuals or groups within an organization, that may have an impact on the overall functioning of the organization.
click here for more info https://motiveap.blogspot.com/2019/08/organizational-conflict-meaning-sources.html
Total Quality Management (TQM) -- Reinforcement Theory, Conflict Mgt, Bureauc...Monica P
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
This deals with the application of the concepts, principles, theories and methods of developing nursing leaders and managers in the hospital and community-based settings.
Power and Influence are a part social interaction and group dynamics. When power and influence are deployed for progressive and pragmatic ends, society is the better for it.
….peace is not the absence of conflict but the presence of creative alternative for responding to conflict-alternatives to passive or aggressive responses, alternatives to violence.
Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals.
Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome
Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it
Three categories of conflict intrapersonal, interpersonal, intergroup
The 1st stage of conflict process called latent conflict and end with conflict aftermath
The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve
Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration
Organizational politics refers to the relationship between power and influence, involving certain individuals and group from within or outside of the organizational environment. It also refers to the tactics and activities done by members of the organization in order to fulfill their own objectivities and interests in the workplace.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
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Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
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The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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2. COURSE: EPB2033: MANAGEMENT AND LEADERSHIP IN EDUCATION
FACULTY: EDUCATION AND SOCIAL SCIENCES
TOPIC 5: Power and Politics in Schools
(Textbook Chapter 6)
5.0 Introduction
This topic will explain about power and politics in schools. The topic also covers the basic
legitimate power that promotes commitment and compliance. Learners should be able to give
example of: (a) power in schools; (b) politics are real in school. At the end of this topic,
learners should be able to explain relationships of power and political games and how they
are played in schools.
5.0.1 Overview
• Power is a broad construct that includes both legitimate and illegitimate
methods of ensuring compliance. Legitimate power is more likely to promote
commitment and compliance, whereas illegitimate power produces conflict.
• The classic definition of power is the ability to get others to do what you
want them to do. Authority has a narrower scope than power. Weber (1947)
defines authority as “the probability that certain specific commands (or all
commands) from a given source will be obeyed by given group of persons.”
• Organizations are created and controlled by legitimate authorities, who set
goals, design structures, hire and manage employees, and monitor activities to
ensure behaviour is consistent with the goals and objectives of the organization.
5.1 Key Contents
5.1.1 Sources of Authority: Legitimate Power
• The basis of many student-teacher, teacher-administrator, or subordinate-
superior relations is authority. The authenticity of the principal in dealing with
teachers is a critical factor in the administrative process, enabling principals to
generate teacher’s loyalty. Leader authenticity is strongly related to commanding
trust and teacher’s loyalty (Hoffman, 1993).
5.1.2 Sources of Power (French and Raven 1968)
• Reward power is the administrator’s ability to influence subordinates by
rewarding their desirable behaviour. Leaders have power; they get others to
comply with their directives. The strength of this kind of power depends on the
attractiveness of the rewards and the extent of certainty that allocation of teaching
assignments or developmental grants for teaching innovations. The rewards may
be either explicit or implicit, but it is important that they are contingent on
compliance with administrative directives.
2
3. COURSE: EPB2033: MANAGEMENT AND LEADERSHIP IN EDUCATION
FACULTY: EDUCATION AND SOCIAL SCIENCES
• Coercive power is an administrator’s ability to influence subordinates by
punishing them for undesirable behaviour. The strength of coercive power
depends on the severity of the punishment. An official reprimand to a teacher for
consistently leaving school early may result in frequent absenteeism, refusal to
provide extra help to students unless specified in the contract.
• Legitimate power is the administrator’s ability to influence the behaviour of
subordinates simply because of formal position. Every administrator is
empowered by the organization to make decisions within a specific area of
responsibility.
• Referent power is an administrator’s ability to influence behaviour based on
subordinates’ liking and identification with the administrator. Referent power
depends on personal loyalty to the administrator that grows over a relatively long
period of time.
• Expert power is the administrator’s ability to influence subordinates’
behaviour on the basis of specialized knowledge and skill. Expert power is,
however, much narrower in scope than referent power. Expertise itself is usually
not enough to guarantee commitment of subordinates.
5.1.3 Power, Rationality, and Rationalization
Power often defines reality because superiors specify what counts as knowledge.
When the principal or superintendent explains, teachers are expected to listen and
accept. Power is part of rationality because rationality is penetrated by power. Power
often blurs the difference between rationality and rationalization:
• Rationality is the application of evidence and reason to make decisions.
• Rationalization is an attempt to make a decision seem rational after it has
already been made.
• Empowerment is the process by which administrators share power and help
others use it in constructive ways to make decisions affecting themselves and their
work (Schermerhorn, Hunt, and Osborn, 1994)
5.1.4 Politic in Schools
Politics is individual or group behavior that is informal, parochial, typically divisive
(causing people to be split into groups that disagree with each others), and above all
illegitimate because decisions are made in the best interests of individuals or groups
rather than the best interests of the organization (Mintzberg, 1983).
Coalitions are groups of individuals who bargain in an effort to get resources
distributed in their favor. Consequences of External Coalitions:
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Date: 18/03/2011
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4. COURSE: EPB2033: MANAGEMENT AND LEADERSHIP IN EDUCATION
FACULTY: EDUCATION AND SOCIAL SCIENCES
• A dominated external coalition weakens internal coalitions.
• A divided external coalition politicizes internal coalitions.
• A passive external coalition strengthens internal coalitions, often at the level of
central administration.
5.1.5 The Power Game
Participants in any system have three basic options:
• Leave: find another place – exit.
• Stay and play: try to change the system – voice.
• Stay and be a soldier and contribute as expected: be a loyal member – loyalty.
Those members who leave the organization cease to be influencers: those who are
loyal choose not to participate as active influencers; but those who choose to stay and
speak out become players in the power game. Power players must also have the will
to play, which means they must be willing to expend the energy to be successful, as
well as the skill to act strategically and tactically when necessary. Politics is a fact of
organization life. Conflict is not necessarily bad; it sometimes calls attention to
problems in the legitimate systems of control. Successful politics requires
organizational member s to bargain, negotiate, jockey for position, and engage in
myriad of political games, strategies, and tactics to influence the goals and decisions
of their organization.
Political Tactic Purpose
• Ingratiating
• Networking
• Managing information
• Managing impression
• Coalition building
• Scapegoat
• Increasing indispensability
• Spinning the truth
Gain favors by doing favors
Gain influence by courting influential’s
Manipulate information to your advantage
Create a positive image by appearance
Band together with others to achieve goals
Shift the blame to others for bad outcomes
Make yourself indispensable to the
organisation
Put the best face on the facts
Figure 5.0 Summaries of Political Tactics
• Ingratiating is a tactic used to gain the goodwill of another through doing
favors, being attentive, and giving favours. Help a colleague or superior and the
person feels obliged to return the favour or repay the positive action.
• Networking is the process of forming relationships with influential people.
Such people may or may not be in important positions. Teachers who have close,
friendly relations with the teachers’ union representative or principal usually have
access to important information.
4
5. COURSE: EPB2033: MANAGEMENT AND LEADERSHIP IN EDUCATION
FACULTY: EDUCATION AND SOCIAL SCIENCES
• Information management is a tactic individuals use to control others or build
their own status. The techniques used to spread the information can enhance one’s
position in both the formal and informal organizations.
• Impression management is a simple tactic that almost everyone uses from time
to time to create a favourable image. The tactic includes dressing and behaving
appropriately.
• Coalition building is the process of individuals banding together to achieve
common goals.
• Scapegoat is blaming and attacking others when things go wrong or badly.
Principals often try to blame teachers when their something goes wrong in schools.
• Increasing indispensability is a tactic by which individuals or units make
themselves necessary to the organization. For example, they specialize in critical
areas that requires specialize knowledge such as computers and finance.
5.2 Conflict Management
Conflict can be a source of positive change. Further, conflict can be used to balance power,
to improve communication, and to develop a foundation to manage differences (Putman,
1997). Kenneth Thomas (1976) provides a useful typology for examining five conflict-
management styles. Figure shows the five conflict-management styles that result.
• An avoiding style is both unassertive and uncooperative.
• A compromising style is a balance between the needs of the organization and those of
the individual. The focus is more on negotiating, looking for the middle ground, trade-offs
and searching for solutions that are satisfactory or acceptable to both parties.
• The used of competitive styles creates win-lose situations. Power is used to achieve
submission – to win.
• The accommodating style is unassertive and cooperative. The administrator gives in
to the demands of the subordinates; it is a submissive and compliant approach.
• The collaborating style is assertive and cooperative; this is a problem solving
approach. Problems and conflicts are seen as challenges. Differences are confronted and
ideas and information are shared.
5.3 Summary
Power is a basic element of organizational life. It can be legitimate and willingly accepted by
subordinates. In brief, there are two general forms of legitimate power – formal and informal
authority – and two kinds of illegitimate power – coercive and political. Political power is
typically illegitimate because it substitutes personal agendas for organizational ones.
5.4 Tutorial Activities
5.4.1 Activity 1
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Date: 18/03/2011
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6. COURSE: EPB2033: MANAGEMENT AND LEADERSHIP IN EDUCATION
FACULTY: EDUCATION AND SOCIAL SCIENCES
Describe the people in your school who have power. What is the source of their
power? Who are the individuals who have informal power? Why do they have such
power? How do the power holders relate to each other?
5.5 REFERENCES
Wayne K. H, & Cecil G. M. (2008). Educational Administration: Theory, Research, and
Practice. Eight Edition -International Edition. New York: McGraw – Hill Companies.
6
7. COURSE: EPB2033: MANAGEMENT AND LEADERSHIP IN EDUCATION
FACULTY: EDUCATION AND SOCIAL SCIENCES
Describe the people in your school who have power. What is the source of their
power? Who are the individuals who have informal power? Why do they have such
power? How do the power holders relate to each other?
5.5 REFERENCES
Wayne K. H, & Cecil G. M. (2008). Educational Administration: Theory, Research, and
Practice. Eight Edition -International Edition. New York: McGraw – Hill Companies.
6