COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 12 1 CHAPTER 12 POWER, POLITICS, AND ETHICS

COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 12

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CHAPTER 12

POWER, POLITICS,

AND ETHICS


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LEARNING OBJECTIVES

Define power and review the bases of individual power.

Explain how people obtain power in organizations.

Discuss the concept of empowerment. Review various influence tactics. Provide a profile of power seekers.


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Explain strategic contingencies and discuss how subunits obtain power.

Define organizational politics and discuss its various forms.

Define ethics and review the ethical dilemmas that managers face.

Define sexual harassment and discuss what organizations can do to prevent it and how they should respond to allegations.


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WHAT IS POWER?

The capacity to influence others who are in a state of dependence.


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THE BASES OF INDIVIDUAL POWER

LEGITIMATE POWER is derived from a person’s position or job in an organization.


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REWARD POWER is derived from the ability to provide positive outcomes and prevent negative outcomes.


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COERCIVE POWER is derived from the use of punishment and threat.


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REFERENT POWER is derived from being well liked by others.

EXPERT POWER is derived from having special information or expertise that is valued by an organization.


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EMPLOYEE RESPONSES TO BASES OF POWER


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HOW DO PEOPLE OBTAIN POWER?

Doing the “Right” Things Extraordinary Activities

Visible Activities

Relevant Activities


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Cultivating the “Right” People Outsiders

Subordinates

Peers

Superiors


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EMPOWERMENT

Giving people the authority, opportunity and motivation to take initiative and solve organizational problems.


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Having legitimate power

Free from bureaucratic barriers

Intrinsically motivated by power and opportunity to align extrinsic rewards with successful performance


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POWER AND PERFORMANCE


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INFLUENCE TACTICS

Assertiveness

Ingratiation

Rationality


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Exchange

Upward Appeal

Coalition Formation


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RESPONSIBLE USE OF POWER

McClelland argues that the most effective managers:

have high n Pow;


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use their power to achieve organizational goals;

adopt a participative or coaching leadership style; and

are relatively unconcerned with how much others like them.


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WHICH SUBUNITS CONTROLSTRATEGIC CONTINGENCIES?

When they are able to secure scarce resources.

When they are most capable of coping with uncertainty.


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When their activities are most central to the work flow of the organization.

When they are not affected by substitutability.


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HOW SUBUNITS OBTAIN POWER

Subunit power is the degree of power held by various organizational subunits, such as departments.

Control strategic contingencies which are critical factors affecting organizational effectiveness controlled by a key subunit.


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ORGANIZATIONAL POLITICS

The pursuit of self-interest in an organization, whether or not this self-interest corresponds to organizational goals.


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THE ASSOCIATION BETWEEN INFLUENCE MEANS AND INFLUENCE ENDS

Power is used to pursue agreed-on goals.

Acceptable means of influence are abused to pursue goals that the organization does not approve.


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Ends that are useful for the organization are pursued through questionable means.

Disapproved tactics are used to pursue disapproved outcomes.


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MACHIAVELLIANISM

The high Mach can deal face-to-face with those he or she is trying to influence.


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The interaction occurs under fairly emotional circumstances.

The situation is fairly unstructured, with few guidelines for appropriate forms of interaction.


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NETWORKING

Establishing good relations with key organizational members and/or outsiders in order to accomplish one’s goals.


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THE DEFENCE OR PROTECTION OF SELF-INTEREST

Behaviour characterized by:

Stalling

Overconforming

Buck Passing


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“If you can’t avoid action, avoid blame for its consequences” by:

Buffing

Scapegoating


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ETHICS IN ORGANIZATIONS

Systematic thinking about the moral consequences of decisions.


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ETHICAL DILEMMAS

Honest Communication

Fair Treatment

Special Consideration

Fair Competition


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Responsibility to Organization

Corporate Social Responsibility

Respect for Law


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CAUSES OF UNETHICAL BEHAVIOUR

The Role of Temptation

Role Conflict


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Competition

Personality

Organizational and Industry Culture


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SEXUAL HARASSMENT: WHEN POWER AND ETHICS COLLIDE

Sexual harassment is a form of unethical behaviour that stems, in part, from the abuse of power and the perpetuation of a gender power imbalance in the work place.


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RECOMMENDATIONS TO DEAL WITH ALLEGATIONS OF SEXUAL

HARASSMENT

Examine the characteristics of deaf ear organizations.

Foster management support and education.


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Stay vigilant.

Take immediate action.


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GUIDELINES FOR ETHICALSCREENING OF DECISIONS

Identify the stakeholders that will be affected by any decision.

Identify the costs and benefits of various decision alternatives to these stakeholders.

Consider the relevant moral expectations that surround a particular decision.


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Be familiar with the common ethical dilemmas that decision makers face in your specific organizational role or profession.

Discuss ethical matters with decision stakeholders and others.

Convert your ethical judgments into appropriate action.

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COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 12 1 CHAPTER 12 POWER, POLITICS, AND ETHICS