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© 2009 Cengage Learning. All rights reserved.
Lea
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g O
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esChapter 11
Power and Political Behavior
1 Describe the concept of power.
2 Identify forms and sources of power in organizations.
3 Describe the role of ethics in using power.
4 Identify symbols of power and powerlessness in
organizations.
5 Define organizational politics and understand the role
of political skill and major influence tactics.
6 Identify ways to manage political behavior in
organizations.
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe the concept of power.
1
© 2009 Cengage Learning. All rights reserved.
Concepts of PowerPower – the ability to influence another person
Influence – the process of affecting the thoughts, behavior, and feelings of another person
Authority – the right to influence another person
© 2009 Cengage Learning. All rights reserved.
Zone of Indifference
the range in which attempts to influence a person
will be perceived as legitimate and 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
© 2009 Cengage Learning. All rights reserved.
Prompted by the Denver Broncos' crackdown on season ticket resales in 2007, Senator Lois Tochtrop is attempting to pass a bill granting more resale rights to ticketholders.
Ticket owners and Broncos executives dispute whether the team has the authority to control the price and avenues through which fans may legitimately resell their tickets.
Broncos execs claim that they are attempting to stop ticket-scalping as a business for profit, but others question whether the Broncos' policies have the fans best interests at heart.
Beyond the Book:Football Tickets and Power Disputes
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Identify forms and sources of power in organizations.
2
© 2009 Cengage Learning. All rights reserved.
Sources of Organizational Power:
Reward Power – agent’s ability to control the rewards that the target wants
Coercive Power – agent’s ability to cause an unpleasant experience for a target
Legitimate Power – agent and target agree that agent has influential rights, based on position and mutual agreement
INTER
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© 2009 Cengage Learning. All rights reserved.
Sources of Organizational Power
Referent Power – based on interpersonal attraction
Expert Power – agent has knowledge target needs
INTER
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© 2009 Cengage Learning. All rights reserved.
Which Power Is Most Effective?
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”
© 2009 Cengage Learning. All rights reserved.
Sources of Organizational Power
• Control of critical resources
• Control of strategic contingencies – activities that other groups need to complete their tasks
INTER
GR
OU
P
© 2009 Cengage Learning. All rights reserved.
Sources of Organizational Power
• Ways groups hold power over other groups– Ability to cope with uncertainty– High degree of centrality -
functionality central to organization’s success
– Nonsubstitutability - group’s activities are indispensable
INTER
GR
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P
© 2009 Cengage Learning. All rights reserved.
Information Power
access to and control over important information• Formal/informal position in communication network• Interpreting
information when passing it on (the spin)
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Describe the role of ethics in using power.
3
© 2009 Cengage Learning. All rights reserved.
[Criteria for Using Power Ethically]
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 all parties equitably and fairly?
© 2009 Cengage Learning. All rights reserved.
[Two Faces of Power]
Personal Power used for personal gain
Social Power used to create motivation used to accomplish
group goals
© 2009 Cengage Learning. All rights reserved.
Early in 2008, Orange County Sheriff Michael Carona resigned from office to concentrate on fighting corruption charges leveled against him.
According to federal accusations, Carona brokered his power for gifts and kickbacks.
Guilty or innocent, Corona’s case serves as a reminder of the two faces of power and the dangers of personal power.
Beyond the Book:O.C. Sheriff on Trial
© 2009 Cengage Learning. All rights reserved.
Successful Power Users
• Have high need for social power• Approach relationships with a communal
orientation• Focus on needs and interests of others
belief in justice altruism
belief in the authoritysystem
preference for work and discipline
© 2009 Cengage Learning. All rights reserved.
Power Analysis: A Broader View
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
© 2009 Cengage Learning. All rights reserved.
Power Analysis: A Broader View
Organizational MembershipAlienative 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
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Identify symbols of power and powerlessness in organizations.
4
© 2009 Cengage Learning. All rights reserved.
Type of Membership
Type of Power
Alienative Calculative Moral
Normative
Utilitarian
Coercive
SOURCE: Adapted from Amitai Etzioni, Modern Organizations (Upper Saddle River, N. J.: Prentice-Hall, 1964), 59-61. Reprinted by permission of Pearson Education, Inc. Upper Saddle River, N.J.
Beyond the Book:Etzioni’s Power Analysis
© 2009 Cengage Learning. All rights reserved.
Kanter’s Symbols of Power
• Intercede for someone in trouble
• Obtain placements for favored employees
• Exceed budget limitations
• Procure above-average raises for employees
• Place items on meeting agendas
• Access to early information
• Have top managers seek out their opinion
Kanter’s Symbols of Powerlessness
Key to overcoming powerlessness: share power and delegate decision making
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
© 2009 Cengage Learning. All rights reserved.
Korda’s Power Symbols
Power – there are more people who inconvenience themselves on your behalf than there are people on whose behalf you would inconvenience yourself
Status – a person’s relative standing in a group based on prestige and deference
© 2009 Cengage Learning. All rights reserved.
Korda’s Power Symbols
TimeFurnishings
Size of desk
Rectangular table
Locked file cabinet
Access
Who has access to you?
To whom do you have access?
© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Define organizational politics and understand the role of political skill and major influence tactics.
5
© 2009 Cengage Learning. All rights reserved.
Organizational Politics
the use of power and influence in
organizations
© 2009 Cengage Learning. All rights reserved.
Political Behavior
actions not officially sanctioned by an
organization that are taken to influence
others in order to meet one’s personal
goals
© 2009 Cengage Learning. All rights reserved.
Conditions Encouraging Political Activity
• Unclear goals
• Autocratic decision making
• Ambiguous lines of authority
• Scarce resources
• Uncertainty
© 2009 Cengage Learning. All rights reserved.
Effective Political Characteristics
What characteristics do effective political actors
possess?
© 2009 Cengage Learning. All rights reserved.
1. Which characteristics do you possess? Which do you need to work on? Ask a friend what characteristics you possess.2. On the basis of the table, are you an effective political actor? Explain.3. Can we assume that all of these characteristics are worth having?
Personal Characteristics of Effective Political Actors:
Articulate Sensitive Socially adeptCompetent Popular ExtravertedSelf-confident Aggressive AmbitiousDevious “Organization man or woman”Highly intelligent Logical
Beyond the Book:Evaluate Your Political Potential
© 2009 Cengage Learning. All rights reserved.
Influence Tactics
Upward Influence: the boss
Downward Influence: an employee
Lateral Influence: a coworker
Consultation
Inspirational appeals
Rational persuasion
Ingratiation
Coalition
Exchange tactics
Upward appeals
Pressure
© 2009 Cengage Learning. All rights reserved.
CONSULTATION
This new attendance plan is controversial. How can we make it more acceptable?
The person seeks your participation in making a decision or planning how to implement a proposed strategy, policy, or change.
INFLU
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Y
© 2009 Cengage Learning. All rights reserved.
RATIONAL PERSUASION
This new procedure will save us over $150,000.
The person uses logical arguments and factual evidence to persuade you that a proposal or request is viable and likely to result in the attainment of task objectives.
INFLU
EN
CE B
Y
© 2009 Cengage Learning. All rights reserved.
INSPIRATIONAL APPEALS
Getting that account will be tough, but I know you can do it.
The person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals, or by increasing your confidence that you can do it.
INFLU
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Y
© 2009 Cengage Learning. All rights reserved.
INGRATIATION
Only you can do this job right!
The person seeks to get you in a good mood or to think favorably of him or her before asking you to do something.
Information on slides 23-27 from the first two columns from G. Yuki and C. M. Falbe. “Influence Tactics and Objectives in Upward, Downward, and Lateral Influence Attempts.” Journal of Applied Psychology 75 (1990): 132-140. Copyright © 1990 by the American Psychological Association.Reprinted with permission.
INFLU
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© 2009 Cengage Learning. All rights reserved.
Learning Outcome
Identify ways to manage political behavior in organizations.
6
© 2009 Cengage Learning. All rights reserved.
[Managing Political Behavior]
• Maintain open communication• Clarify performance
expectations• Use participative management• Encourage cooperation among
work groups• Manage scarce resources well• Provide a supportive
organizational climate
Managing Up: The Boss
Understand Your Boss and Her Context
Her goals and objectives
The pressures on her
Her strengths, weaknesses, blind spots
Her preferred work style
Assess Yourself and Your Needs
Your own strengths and weaknesses
Your personal style Your predisposition
toward dependence on authority figures
© 2009 Cengage Learning. All rights reserved.
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 boss’s time and
resources
Managing Up
SOURCE: Information on slides 29-30 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.
TH
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S
© 2009 Cengage Learning. All rights reserved.
Empowerment
Empowerment: sharing power in such a
way that individuals learn to believe in their ability
to do the job!
© 2009 Cengage Learning. All rights reserved.
Empowerment’s Four Dimensions
Meaning – fit between the work role and the employee’s values and beliefs
Self-determination – having control over the way one does one’s work
Impact – belief that one’s job makes a difference within the organization
Competence – belief that one has the ability to do the job well
E2s
© 2009 Cengage Learning. All rights reserved.
[Guidelines for Empowering]
• Express confidence in employees
• Set high performance expectations
• Create opportunities for participative decision making
• Remove bureaucratic constraints that stifle autonomy
• Set inspirational and meaningful goals
Employee Empowerment Grid
Point DMission Defining
ImplementFollow-up
Alt. Choice
Alt. Eval
Alt. Dev
Problem Id.
Problem Id. Alt. EvalAlt. DevAlt.
ChoiceImplementFollow-up
Decision-Making Authority over Job Content
Dec
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Job
Co
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Amitai Etzioni, Modern Organizations, 1964, pp.... 59-61. Englewood Cliffs: Prentice Hall.
Point ESelf-management
Point CParticipatory
Empowerment
Point BTask Setting
Point ANo Discretion
© 2009 Cengage Learning. All rights reserved.
Empowered, self-directing scientists at Merck & Company have pursued research on new drugs, attempting to advance the pharmaceutical field—
How much empowerment is too much? How do you strike a balance between directed leadership and allowing for individual initiative?
but their studies have failed to produce results, costing Merck considerable time and money.
Beyond the Book:Over-Empowerment?
© 2009 Cengage Learning. All rights reserved.
Finkelstein: Why Executives Fail
• See themselves and their companies as
dominant, without peers
• Have all the answers
• Eliminate those not 100% behind them
• Rely on what worked in the past
• No clear boundaries between personal
interests and corporate interests
© 2009 Cengage Learning. All rights reserved.
Using Power Effectively
• Use power in ethical ways• Understand and use all of the various
types of power and influence• Seek out jobs that allow you to
develop your power skills• Use power tempered by maturity and
self-control• Accept that influencing people is an
important part of the management job