OB Chap09 Power and Politics
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Transcript of OB Chap09 Power and Politics
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Power and Politics
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Power and politics often
have negative
connotations becausepeople associate them
with attempts to use
organizational resources
for personal advantageand to achieve personal
goals at the expense of
other goals.
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Organizational Behavior: Chapter 153
Power, formal authority, and obedience. The Milgram experiments.
Designed to determine the extent to which people obey
the commands of an authority figure, even under thebelief of life-threatening conditions.
The results indicated that the majority of the
experimental subjects would obey the commands of the
authority figure. Raised concerns about compliance and obedience.
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Zone of Indifference - the range in which attempts
to influence a person will be perceived as legitimate
& will be acted on without a great deal of thought
Zone of Indifference
Z o n e o f I n d i f f e r e n c e
Managers strive to expand the zone of indifference
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Power - the ability to influence another
personInfluence - the process of affecting the
thoughts, behavior, & feelings of
another person
Authority - the right to influenceanother person
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Reward Power -agents ability to control the
rewards that the target wants
Coercive Power -agents ability to cause an
unpleasant experience for a targetLegitimate Power - agent and target agree that
agent has influential rights, based on position
and mutual agreement
Referent Power - based on interpersonalattraction
Expert Power - agent has knowledge target
needs
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Commitment
RewardPower
LegitimatePower
CoercivePower
ExpertPower
ReferentPower
Resistance
Compliance
Sourcesof Power Consequencesof Power
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(Continued)
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Expert Power!
Strong relationship to performance & satisfaction
Transfers vital skills, abilities, and knowledge within
the organization Employees internalize what they observe & learn from
managers they consider experts
http://www.microsoft.com/billgates -
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Information Power -
access to and control
over importantinformation
Formal/informal position
in communication
network
Interpreting information
when passing it on
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Does the behavior produce a
good outcome for people both
inside and outside the
organization?
Does the behavior respect the
rights of all parties?
Does the behavior treat allparties equitably and fairly?
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Personal Power
used for personal gain
Social Power
used to create motivation
used to accomplish group goals
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Have high need forsocial power
Approach relationships with a communal
orientationFocus on needs and interests of others
belief in justice altruism
belief in the
authority system
preference for
work & discipline
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Control of critical resourcesControl ofstrategic contingencies -
activities that other groups need to
complete their tasksWays groups hold power over other groups
Ability to reduce uncertainty
High centrality - functionality central to
organizations success
Nonsubstitutability - groups activities are difficult
to replace
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Organizational Power
Coercive Power - influence through threat of
punishment, fear, or intimidation
Utilitarian Power - influence through
rewards and benefits
Normative Power - influence through
knowledge of belonging, doing the right thing
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Organizational Membership
Alienative Membership - members feel
hostile, negative, do not want to be there
Calculative Membership - members weigh
benefits and limitations of belonging
Moral Membership - members have positive
organizational feelings; will deny own needs
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Type of Membership
Typeo
fPower
Alienative Calculative Moral
Normative
Utilitarian
Coercive
SOURCE: Adapted from Amitai Etzioni,Modern Organizations (Upper Saddle River, N. J.: Prentice-Hall, 1964), 59-61
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Ability to intercede for someone in trouble
Ability to get placements for favored employees
Exceeding budget limitationsProcuring above-average raises for employees
Getting items on the agenda at meetings
Access to early informationHaving top managers seek out their opinion
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First-line Supervisors overly close supervision
inflexible adherence to rules do job rather than train
Staff Professionals resistance to change
turf protection
Top Executives budget cuts
punishing behaviors
top-down communications
Managers assign external attribution -
blame others or environment
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Organizational Politics - the use of
power and influence in organizations
Political Behavior - actions not officially
sanctioned by an organization that are
taken to influence others in order tomeet ones personal goals
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(Continued)
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(Continued)
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Specific Political Strategies for Power
Acquisition (continued) Make a Quick Showing
Collect and Use IOUs
Attacking and Blaming Others
Progress One Step at a Time
(Continued)
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Specific Political Strategies for Power
Acquisition (continued) Wait for a Crisis
Take Counsel with Caution
Be Aware of Resource Dependence
A Final Word on Power and Politics-
authenticity
(Continued)
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Understand Your Boss
and Her Context
Her goals andobjectives
The pressures on her
Her strengths,weaknesses, blind spots
Her preferred work
style
Assess Yourself
and Your Needs
Your own strengths andweaknesses
Your personal style
Your predispositiontoward dependence on
authority figures
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Develop and Maintain a
Relationship that Fits both your needs and styles
Is characterized by mutual expectations
Keeps your boss informed
Is based on dependability and honesty Selectively uses your bosss time and
resources
SOURCE: Information on slides 21-22 adapted and reprinted by permission of Harvard Business Review. From J. J. Gabarro and J. P. Kotter, Managing
Your Boss,Harvard Business Review (January-February 1980): 92-100. Copyright 1980 by the Harvard Business School Publishing Corporation; all
rights reserved.
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Recognize that power and politics influence allbehavior in organizations and that it is necessary todevelop the skills to be able to understand andmanage them.
Analyze the sources of power in the function,division, and organization in which you work toidentify powerful people and the organizationspower structure.
To influence organizational decision making andyour chances of promotion, try to develop apersonal power base to increase your visibility andindividual power.
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Questions