Organizational Behavour Management-Power & Politics
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Transcript of Organizational Behavour Management-Power & Politics
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Topic: Power & Politics
By: Kwesi Amponsah-Tawiah, PhD
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OBJECTIVES
What is power?
How does one get it? What does it mean to empower
employees?
How can we be eecti!e at o"cepolitics?
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#ower and #olitics #ower
The capacity that $ has to in%&ence the beha!ior o' Bso that B acts in accordance with $(s wishes
E)ists as a potential or '&lly act&ali*ed in%&ence o!era dependent relationship
+ependency
B(s relationship to $ when $ possesses something that
B re,&ires
The greater B-s dependence. the more power $ has
#olitics
Beha!io&r to in%&ence or attempt to in%&ence the
distrib&tion o' ad!antages and disad!antages withinthe organi*ation/
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Leadership• Requires goal
agreement
• Focuses on downward
influence
• Minimizes importance of
lateral and upwardinfluence
0esearch 1oc&s#ower tactics 'or
gaining compliance
Power • Does not require goal
acceptance
• Focuses on intimidation
• Maximizes importance of
lateral and upwardinfluence
0esearch 1oc&s
2eadership styles andrelationships with'ollowers
2eadership and #ower
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Bases o' #ower3 1ormal
#ower Established by an indi!id&al(s position inan organi*ation
Three bases3 Coercive Power
$ power base dependent on 'ear o' negati!e res<s
Reward Power
Compliance achie!ed based on the ability todistrib&te rewards that others !iew as !al&able
Leitimate Power The 'ormal a&thority to control and &se reso&rces
based on a person(s position in the 'ormal hierarchy+epartment o' OH04567BS
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Bases o' #ower3 #ersonal
#ower #ower that comes 'rom an indi!id&al(s
&ni,&e characteristics 8 these are the
most eecti!e !"pert Power
In%&ence based on special s9ills or 9nowledge
Re#erent Power In%&ence based on possession by an
indi!id&al o' desirable reso&rces or personaltraits
+epartment o' OH04567BS
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E!al&ating the Bases o'
#ower Coercive power: Tends to res< in negati!e
per'ormance responses 'rom indi!id&als. decreasessatis'action. increases mistr&st. and creates 'ear/
Leitimate power: +oes not ha!e a negati!e eect.b&t does not generally stim&late employees to impro!etheir attit&des or per'ormance. and it does not generallyres< in increased commitment/
Reward power: 4ay impro!e per'ormance in a !ariety
o' sit&ations i' the rewards are consistent with what theindi!id&als want as rewards/
!"pert power :0elies on tr&st that all rele!antin'ormation is gi!en o&t honestly and completely/
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2eaders( 6se o' #ower The least eecti!e power bases are the
ones most li9ely to be &sed by managers
Coerci!e. legitimate. and reward Easiest to implement
Eecti!e leaders &se re'erent and:ore)pert power
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+ependency3 The ;ey to
#ower The 7eneral +ependency #ost&late The greater B(s dependency on $. the greater the
power $ has o!er B
#ossession:control o' scarce organi*ational reso&rcesthat others need ma9es a manager power'&l
$ccess to optional reso&rces ons&bstit&table
+epartment o' OH04567BS
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Increasing +ependency To increase the dependency o' others on
yo&. yo& need to
Control things !iewed as important
The reso&rces m&st be !iewed as scarce
The reso&rce m&st ha!e 'ew or no
s&bstit&tes
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#ower Tactics #ower Tactics Ways in which indi!id&als translate power
bases into specic actions
>ine in%&ence tactics3 2egitimacy 0ational pers&asion@ Inspirational appeals@
Cons<ation@ E)change #ersonal appeals Ingratiation #ress&re Coalitions
* Most effective
(Pressure is the least effective)
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#re'erred #ower Tactics by
In%&ence +irectionUpward Influence Downward Influence Lateral InfluenceRational persuasion Rational persuasion Rational persuasion
Inspirational appeals Consultation
Pressure IngratiationConsultation Exchange
Ingratiation Legitimacy
Exchange Personal appeals
Legitimacy Coalitions
+epartment o' OH04567BS
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1actors In%&encing #ower
Tactics Choice and eecti!eness o'in%&ence tactics are moderated by3
$e%encin o# tactics So'ter to harder tactics wor9 best
Political s'ill o# the ser
The cltre o# the orani(ation C<&re aects &ser(s choice o' tactic
+epartment o' OH04567BS
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Se)&al Harassment3 $
Case o' 6ne,&al #ower Se)&al Harassment3 $ny &nwanted acti!ity o' a se)&al nat&re
that aects an indi!id&al(s employment and
creates a hostile wor9 en!ironment O!ert actions. li9e &nwanted to&ching.
are relati!ely easy to spot S&btle actions. li9e Ao9es or loo9s. can
cross o!er the line into harassment Se)&al harassment isn(t abo&t se)3 it is abo&t
ab&sing an &ne,&al power relationship
Harassment can damage the well5being o'
the indi!id&al. wor9 gro&p. and organi*ation
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E)amples o' Se)&al
Harassment +isagreement as to what specically
constit&tes se)&al harassment
Incl&des 6nwanted physical to&ching 0ec&rring re,&ests 'or dates when it is
made clear the person isn(t interested Coerci!e threats that a person will lose
her or his Aob i' she or he re'&ses ase)&al proposition
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E)amples o' Se)&al
Harassment 4ore s&btle 'orms
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4anagerial $ctions to #re!entSe)&al Harassment
4a9e s&re a policy against it is in place/
Ens&re that employees will not enco&nter
retaliation i' they le a complaint/ In!estigate e!ery complaint and incl&de
the h&man reso&rce and legaldepartments/
4a9e s&re oenders are disciplined orterminated/
Set &p in5ho&se seminars and training/
+epartment o' OH04567BS
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+elegation andEmpowerment +elegation is the process o' entr&sting
a&thority and responsibility to others/ +elegation can go &pwards or laterally/
4ost delegation is downwards3 It is the a&thorisation to &nderta9e
acti!ities that wo&ld otherwise becarried o&t by someone in a more seniorposition
+elegation is a social s9ill
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Benets o' delegation 4a9es best &se o' manager(s time
4eans o' training and de!elopment
Impro!es strength o' the wor9'orce
Enco&rages de!elopment o' specialist9nowledge and s9ills
#ro!ides Aob satis'action
Enco&rages indi!id&al participation
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0easons 'or lac9 o'delegation
4anagers may 'ear that the s&bordinateis not capable o' doing a s&"cient Aob/
4anagers may 'ear being blamed 'ors&bordinate(s mista9es/
4anagers may 'ear that the s&bordinatewill do too good a Aob/
4anagers may nd it hard to tr&st
others/
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$ systematic approach to
delegation1o&r ,&estions to as9 be'ore delegating3
What tas9s co&ld be per'ormed better by
others? What opport&nities are there 'or learning
and de!elopment thro&gh delegation? How and to whom sho&ld the
responsibility be gi!en? What 'orms o' monitoring and control
wo&ld be most appropriate?
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4ain stages in the process o'delegation
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The Concept o'Empowerment
Empowerment is3 $llowing employees greater 'reedom.
a&tonomy. and sel' control o!er theirwor9. and responsibility 'or decisionma9ing/
‘Today’s leaders understand that you have to giveup control to get results. That’s what the talk ofempowerment is about.’
7retton
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Empowerment3 7i!ing#ower to Employees
The freedom and the ability of employees to
make decisions and commitments
Managers disagree oer definition ofempowerment !mpowerment as delegating decision making
within a set of clear boundaries
ersus !mpowerment as "a process of risk taking and
personal growth#
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Conditions 'or Tr&eEmpowerment
Clear denition o' the !al&es andmission o' the company
Company m&st help employees ac,&irethe rele!ant s9ills Employees need to be s&pported in their
decision ma9ing. and not critici*ed when
they try to do something e)traordinary Employees need to be recogni*ed 'or
their eorts
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The decision5ma9ing process can bespeedier
It releases creati!e and inno!ati!e
capacities It pro!ides 'or greater Aob satis'action.
moti!ation and commitment
It enables employees to gain a greatersense o' achie!ement
It red&ces &nnecessary layers o'management and the chec9ing o'
operations
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Characteristics o'Empowered #eople
Sense o' sel'5determination Employees are 'ree to choose how to do their wor9D They
are not micromanaged
Sense o' meaning Employees 'eel that their wor9 is important to themD
They care abo&t what they are doing
Sense o' competence Employees are condent abo&t their ability to do their
wor9 wellD They 9now they can per'orm Sense o' impact
Employees people belie!e they can ha!e in%&ence on
their wor9 &nitD Others listen to their ideas
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#olitics3 #ower in $ction #olitical Beha!ior
$cti!ities that are not re,&ired as part o' one(s'ormal role in the organi*ation. b&t that in%&ence. orattempt to in%&ence. the distrib&tion o' ad!antages
or disad!antages within the organi*ation
2egitimate #olitical Beha!ior >ormal e!eryday politics 5 complaining.
bypassing. obstr&cting
Illegitimate #olitical Beha!ior E)treme political beha!ior that !iolates the
implied r&les o' the game3 sabotage. whistle5blowing. and symbolic protest
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Why +o We 7et #olitics? #olitics is a nat&ral res< o' reso&rce scarcity
2imited reso&rces lead to competition andpolitical beha!iors
J&dgments on ,&ality dier mar9edly based onthe obser!er(s perception Blaming others or )ing responsibility Co!ering yo&r rear or doc&menting
decisions #er'ectionist or attenti!e to detail
4ost decisions are made &nder ambig&o&sconditions 2ac9 o' an obAecti!e standard enco&rages
political mane&!ering o' s&bAecti!e reality
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1actors In%&encing#olitical Beha!io&r
Political behaviour
Low High
Individual factors
• High self-monitors
• Internal locus of control
• High Mach
• Organizational investment
• Perceived job alternatives
• E!ectations of success
Organizational factors
• "eallocation of resources
• Promotion o!!ortunities
• Low trust • "ole ambiguit#
• $nclear !erformance
evaluation s#stem
• %ero-sum reward !ractices
• &emocratic decision ma'ing
• High !erformance !ressures
• (elf-serving senior managers
)avourable outcomes
• "ewards
• *verted !unishments
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Employee 0esponses toOrgani*ational #olitics
4ost employees ha!e low to modestwillingness to play politics and ha!e the'ollowing reactions to politics3
+epartment o' OH04
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+e'ensi!e Beha!iors Employees who percei!e politics as a threat ha!e
de'ensi!e reactions
4ay be help'&l in the short r&n. dangero&s inthe long r&n
Types o' de'ensi!e beha!iors
$!oiding $ction O!er con'orming. b&c9 passing. playing
d&mb. stalling
$!oiding Blame Bl&"ng. playing sa'e. A&sti'ying.
scapegoating $!oiding Change
#re!ention. sel'5protection
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Impression 4anagement
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The Ethics o' Beha!ing#olitically It is di"c<y to tell ethical 'rom
&nethical politic9ing
Three ,&estions help3 What is the &tility o' engaging in the
beha!ior?
+oes the &tility balance o&t any harm doneby the action?
+oes the action con'orm to standards o'e,&ity and A&stice?
$nswers can be s9ewed toward either
!iewpoint
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7lobal Implications #olitics #erceptions
>egati!e conse,&ences to the perception o'politics seem to be 'airly widespread
#re'erence 'or #ower Tactics The choice o' eecti!e tactics is hea!ily
dependent on the c<&re o' the co&ntry inwhich they are to be &sed
Eecti!eness o' #ower Tactics Still open to debateD too little research has
been done
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S&mmary and Implications
#ower is a two5way street/
1ew employees relish being powerless in their Aobs and organi*ation/
#eople respond dierently to !ario&s powerbases/ Employees wor9ing &nder coerci!e managers are &nli9ely to
be committed.
and more li9ely to resist the manager/ E)pert power is the most strongly and
consistently related to eecti!e employeeper'ormance/
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S&mmary and Implications
The power o' the manager may alsoplay a role in determining Aob
satis'action/ The eecti!e manager accepts the
political nat&re o' organi*ations/
The more political that employeespercei!e an organi*ation. the lower theirsatis'action/
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S&mmary and 4anagerialImplications Increase yo&r power by ha!ing others depend
on yo& more/
E)pert and re'erent power are 'ar more
eecti!e than is coercion/ 7reater employee moti!ation. per'ormance.
commitment. and satis'action
#ersonal power basis. not organi*ational
Eecti!e managers accept the political nat&reo' organi*ations/
#olitical ast&teness and I4 can res< in highere!al&ations. salary increases. and promotions/
+epartment o' OH04567BS
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Than9 o&/
F&estions????????