Dispute Settlement Policy Mechanism V. SUGGESTED DISPUTE SETTLEMENT POLICY MEC

An effective dispute settlement policy mechanism for the FAA in the 1990s must be based on the concept of power sharing. Power is a concept with which organizational behaviorists have long been concerned (McDermott, 1985). The use of power within organizations is most often perceived as a practice employed by one individual to overcome the resistance of another, as a means of attaining an organizational goal (Pfeffer, 1981). In the context of this perception, power differences are thought to create problems within organizations, because such power differences lead to the development of organizational conflicts (Tjosvold, 1985).

Conflicts are typically thought to be essential, as a means of providing a setting where power many be employed (Lawrence, and Lorsch, 1986). This assumption is, to a degree, paradoxical, in that power differences are also thought to be one cause of organizational conflict. Nevertheless, the typical train of thought is that the use of power is necessary for the attainment of organizational goals, and the presence of some degree of conflict is necessary in order for power to be employed effectively (Hardy, 1985). Power in organizations is then, according to this theory, used to overcome conflict, and

cause other individuals to act in a constructive manner to bring about a desirable outcome (Salancik, and Pfeffer, 1974).

The above concept of organizational po

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s of powerlessness on the part of subordinates often lead to development of organizational conflict. Within the framework of superiorsubordinate relations within an organization, it appears that some moderation in the use of power and authority is desirable. An authoritarian and dogmatic supervisor can induce as high a level of resentment 4among suboridnates as can the supervisor with low selfesteem who delgates all responsibility to subordinates. The contemporary controversy surrounding the use of power and authority by supervisors is a philosophical question as much as it is a psychological question. It is relatively easy to perceive the psychological implications involved in superiorsubordinate relations involving the exercise of power and authority. More deepseated, however, are the implications related to the rights of employees within an organization, as opposed to the rights of the organization per se, as repre sented by management. Many contemporary theorists hold that employees do have a right to participate in decisionmaking and other organizational processes which may significantly affect their futures, while others hold firmly to the concept that all decisions are the pre
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Approximate Word count = 1685
Approximate Pages = 7 (250 words per page)