Power and Managing Conflict

The Capable Manager — Book 4

The Open University

Publisher: The Open University, 1996, 88 pages

ISBN: 0-7492-4915-3

Keywords: Management, MBA

Last modified: Jan. 25, 2014, 12:59 p.m.

If you're new to management, or you need to develop your managerial abilities and understanding, the Professional Certificate in Management is for you. It provides a broad-based, practical introduction to the key ideas, techniques and overall competencies you need in order to manage effectively and productively in modern organisations in any part of the world.

The emphasis is on your own professional development. Everything you study is related to the management roles and responsibilities you exercise in the various functional areas of your company or organisation.

All the elements of the programme — study texts, activities and assignments, online resources, and personal and group support — ensure that you can immediately apply newly learned skills, knowledge and techniques in very practical ways. You can build on your experience and make direct links to your management development needs wherever you are in the world, whatever the size of your organisation and whether it is in the commercial, public or voluntary sector.

  • Session 1 Power and Influence
    • Introduction
    • 1.1 Characteristics of Power, Authority and Influence
      • What is Power?
        • Power is a Quality of Relationships
        • Power Derives from Difference
        • Power is Based on Beliefs
        • Power is Never Just One-Sided
        • Power is Contextual
    • 1.2 Sources of Power
      • Position Power
      • Resource Power
      • Social Power
      • Expert Power (Expertise)
      • Personal Power
      • Control of Information
      • Summary
    • 1.3 Influence Strategies
      • Using Authority’
      • ‘Push’ Strategies
      • ‘Pull’ or ‘Reward’ Strategies
      • Using Persuasion
      • Preparatory Strategies
      • Preventative Strategies
    • 1.4 Using Power Responsibly
      • The Unwritten Contract
      • Avoiding Negative Uses of Power
      • Power And Accountability
    • Summary and Objectives
  • Session 2 Conflict
    • Introduction
    • 2.1 Understanding Conflict
      • Constructive and Destructive Conflict
      • Patterns of Conflict
    • 2.2 Sources of Conflict
      • The ‘Layers’ in Organisational Conflict
        • Misunderstandings
        • Differences in Values and Beliefs
        • Differences in Interest
        • Interpersonal Differences
        • Feelings and Emotions
      • Splitting and Projection
      • Multi-Layered Conflicts
    • 2.3 Win-Win'";" or 'Win-Lose'
    • 2.4 Strategies for Managing Conflict
      • Ignoring
      • Allowing
      • Reducing or Containing
        • Short-term Strategies
        • Longer-term Strategies
      • Resolving
        • Longer-term Strategies
      • Preventing
    • Summary and Objectives
  • Session 3 Informal Interviews
    • Introduction
    • 3.1 Active Listening
      • How to Listen — What to Do
      • Problems in Active Listening — What to Avoid
        • Judgement, Evaluation and Advice
        • Insincere Interest
        • Hostile Expressions
        • Out-of-Place Expressions
        • Accepting Positive Feelings
        • Emotional Danger Signals
        • Listening to Ourselves
    • 3.2 Counselling Staff
      • What is Counselling?
      • The Manager’s Role
    • 3.3 Approaches to Counselling
      • Non-Directive Counselling
      • Skills Required of the Client-Centred Approach
    • Summary and Objectives
  • Session 4 Disciplinary and Grievance Procedures
    • Introduction
    • 4.1 Disciplinary Procedures
      • The Need for Disciplinary Procedures
      • Operating Disciplinary Procedures
        • Informal Stage
      • Conducting Disciplinary Interviews
        • Aims
        • Preparing for the Interview
        • The Interview Itself
        • Follow-Up After the Interview
    • 4.2 Grievance Procedures
      • Operating Grievance Procedures
      • Conducting Grievance Interviews
        • Aims
        • Preparing for the Interview
        • The Interview Itself
        • Follow-Up After the Interview
    • 4.3 A Summary of Interviewing Skills and Techniques
      • Establishing Rapport
      • Preparation and Follow-Up
    • Summary and Objectives
  • Answers to SAQs
  • References
  • Acknowledgements

Reviews

Power and Managing Conflict

Reviewed by Roland Buresund

Decent ****** (6 out of 10)

Last modified: May 21, 2007, 3:20 a.m.

MBA material, what do you expect?

Comments

There are currently no comments

New Comment

required

required (not published)

optional

required

captcha

required