Organizational behaviour, nature & levels of organizational behaviour
Organizational Behaviour Chapter 14
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Transcript of Organizational Behaviour Chapter 14
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Chapter
POWER AND POLITICS
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A Definition of Power
Power The capacity that A has to influence
the behavior of B so that B acts inaccordance with As wishes
Exists as a potential or fully actualizedinfluence over a dependentrelationship
Dependency
Bs relationship to A when A possessessomething that B requires
The greater B's dependence, the morepower A has
AB
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Dependence, in turn, is based on alternatives that Bperceives and the importance that B places on thealternative(s) that A controls.
- A person can have power over you only if he or shecontrols something you desire.
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Contrasting Leadership and Power
Leadership
Focuses on goalachievement
Requires goal
compatibility withfollowers
Focuses influencedownward
Research Focus Leadership styles and
relationships withfollowers
Power
Used as a means forachieving goals
Requires follower
dependency Used to gain lateral
and upward influence
Research Focus Power tactics for
gaining compliance
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Bases of Power: Formal Power
Formal Power
Established by an individuals position in anorganization
Three bases:
1. Coercive Power
A power base dependent on fear of negative results
2. Reward Power Compliance achieved based on the ability to
distribute rewards that others view as valuable
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Bases of Power: Formal Power
3. Legitimate Power The power a person receives as a
result of his or her position in theformal hierarchy of anorganization.
4. Information Power Power that comes from access to
and control over information.
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Bases of Power: Personal Power
Power that comes from an individuals uniquecharacteristics these are the most effective
1. Expert Power
Influence based on special skills orknowledge
2. Referent Power
Influence based on possession by anindividual of desirable resources or personaltraits
3. Charismatic Power It is really an individuals personality and
interpersonal style. They are able to exertinfluence over others because of thestrength of their heroic qualities.
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Dependency: The Key to Power
The General Dependency Postulate The greater Bs dependency on A, the greater the
power A has over B
Possession/control of scarce organizational resources
that others need makes a manager powerfulAccess to optional resources (e.g., multiple suppliers)
reduces the resource holders power
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What Creates Dependency
Dependency increases when resources are:1. Importance of the resource to the organization
To create dependency, the thing(s) you controlmust be perceived as being important.
Organizations actively seek to avoid uncertainty.
Therefore, those individuals or groups who canabsorb an organizations uncertainty will beperceived as controlling an important resource.
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2. Scarcity of the resource
Low-ranking members in an organization who have
important knowledge not available to high-rankingmembers gain power over the high-rankingmembers.
Individuals in occupations in which the supply ofpersonnel is low relative to demand can negotiate
compensation and benefit packages, which are farmore attractive than can those in occupations wherethere is an abundance of candidates.
3. Nonsubstitutability of the resource The more that a resource has no viable substitutes,
the more power that control over that resourceprovides.
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Power Tactics
Power Tactics Ways in which individuals translate power bases into
specific actions
Nine influence tactics:
Legitimacy Rational persuasion*
Inspirational appeals*
Consultation*
Exchange
Personal appeals
Ingratiation
Pressure
Coalitions
14-10
* Most effective
(Pressure is the least effective)
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Preferred Power Tactics by Influence Direction
Upward Influence DownwardInfluence
Lateral Influence
Rational persuasion Rational persuasion Rational persuasion
Inspirational appeals Consultation
Pressure Ingratiation
Consultation Exchange
Ingratiation Legitimacy
Exchange Personal appeals
Legitimacy Coalitions
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Use of Power Tactics: From Most to Least Popular
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Factors Influencing the Choice and Effectiveness of
Power Tactics
14-13
Sequencing of tactics Softer to harder tactics
works best.
Skillful use of a tactic
Experienced users are moresuccessful.
Relative power of the tacticuser
Some tactics work betterwhen applied downward.
The type of request attachingto the tactic
Is the request legitimate?
How the request is perceived Is the request accepted
as ethical?
The culture of the
organization Culture affects users
choice of tactic
Country-specific culturalfactors
Local values favor certaintactics over others.
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Sexual Harassment: A Case of Unequal Power
Sexual Harassment:Any unwanted activity of a sexual nature that affects
an individuals employment and creates a hostile workenvironment
Overt actions, like unwanted touching, are relatively easy
to spot Subtle actions, like jokes or looks, can cross over the line
into harassment
Sexual harassment isnt about sex: it is about
abusing an unequal power relationship Harassment can damage the well-being of the
individual, work group, and organization
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Managerial Actions to Prevent Sexual Harassment
Make sure a policy against itis in place.
Ensure that employees willnot encounter retaliation ifthey file a complaint.
Investigate every complaintand include the humanresource and legaldepartments.
Make sure offenders aredisciplined or terminated.
Set up in-house seminarsand training.
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Power In Groups: COALITION
Seek to maximize theirsize to attain influence.
Seek a broad and diverseconstituency for support
of their objectives.
Occur more frequently inorganizations with hightask and resource
interdependencies. Occur more frequently if
tasks are standardizedand routine.
Coalitions
Clusters of individuals who temporarilycome together to achieve a specificpurpose.
Those out of power and seeking to
be in will first try to increase theirpower individually.
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Politics: Power in Action
Political Behavior
Activities that are not required as part of ones formalrole in the organization, but that influence, or attempt toinfluence, the distribution of advantages or disadvantageswithin the organization
14-17
Key Elements:1. It is outside ones specified job requirements.
2. It encompasses efforts to influence the goals, criteria, or
processes used for decision-making.
3. It includes such varied activities as withholding keyinformation from decision makers, whistle blowing,spreading rumors, leaking confidential information, etc.
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Legitimate Political Behavior
It refers to normal everyday politicscomplaining to yoursupervisor, bypassing the chain of command, formingcoalitions, etc.
Illegitimate political behaviors
It refers to one that violate the implied rules of thegame, such as sabotage, whistle blowing, and symbolicprotests, etc.
The vast majority of all organizational political actions arelegitimate. The extreme illegitimate forms of politicalbehavior pose a very real risk of loss of organizationalmembership or extreme sanction.
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The Reality of Politics
14-19
Organizations are made up of individuals and groups with
different values, goals, and interests. This sets up thepotential for conflict over resources.
The most important factor leading to politics withinorganizations is the realization that most of the factsthat are used to allocate the limited resources are open tointerpretation.
a. What is good performance?
b. Whats an adequate improvement?
c. What constitutes an unsatisfactory job?
Most managerial decisions take place in the large andambiguous middle ground of organizational life.
Therefore people within organizations will use whateverinfluence they can to taint the facts to support their goals
and interests.
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Politics Is in the Eye of the Beholder
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Causes and Consequences of Political Behavior
Factors that Influence Political Behavior
14-21
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Employee Responses to Organizational Politics
Most employees have low to modest willingness to play
politics and have the following reactions to politics:
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Defensive Behaviors
Employees who perceive politics as a threat have
defensive reactions
May be helpful in the short run, dangerous in the long run
Types of defensive behaviors
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Avoiding Action:
Overconforming
Buck passing
Playing dumb Stretching
Stalling
Avoiding Blame:
Buffing
Playing safe
Justifying Scapegoating
Misrepresenting
Avoiding Change:
Prevention
Self-protection
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Impression Management (IM)
The process by which individuals attempt to control theimpression others form of them
We know that people have an ongoing interest in howothers perceive and evaluate them.
Being perceived positively by others should have benefits
for people in organizations. IM Techniques
Conformity
Excuses
Apologies
Self-Promotion
Flattery
Favors
Association 14-24
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IM Effectiveness
Job Interview Success
IM does work and most people use it
Self-promotion techniques are important
Ingratiation is of secondary importance
Performance Evaluations Ingratiation is positively related to ratings
Self-promotion tends to backfire
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High self-monitors (to adjust his or her behavior to external,
situational factors)are good at reading situations and moldingtheir appearances and behavior to fit each situation.
Interviewers felt that those applicants for a position as acustomer service representative who used IM techniquesperformed better in the interview, and the interviewers seemed
somewhat more inclined to hire these people. The researchers compared IM techniques that focused the
conversation on themselves (called a controlling style) withtechniques that focused on the interviewer (referred to as asubmissive style).
Those applicants who used the controlling style wererated higher by interviewers on factors such asmotivation, enthusiasm, and even technical skills, andthey received more job offers.
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The Ethics of Behaving Politically
It is difficulty to tell ethical from unethical politicking
Three questions help:
1. What is the utility of engaging in the behavior?
2. Does the utility balance out any harm done by the action?
3. Does the action conform to standards of equity and justice? Answers can be skewed toward either viewpoint
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Is Political Action Ethical?
Utilitarianism Rights Justice