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Chapter 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.Lea
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Learning OutcomeLearning Outcome
Describe the concept of power.
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The Concept of Power
Power – 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
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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
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In September 2009, the Washington Redskins sued 72-year old Pat Hill for failing to pay for her season tickets, which she’s held for almost 50 years.
Hill admitted that she could no longer afford the tickets, which cost $5300 per year, and asked the organization to release her from the contract.
The team declined, and sued Hill, seeking payment for the rest of the contract, which runs through 2017.
Beyond the Book:Football Tickets and Power
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Learning OutcomeLearning Outcome
Identify forms and sources of power in organizations.
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Interpersonal Forms of 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 – power based on position and mutual agreement; agent and target agree that the agent has the right to influence the target
Referent Power – an elusive power that is based on interpersonal attraction
Expert Power – the power that exists when an agent has specialized knowledge or skills that the target needs
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Which Power Is Most Effective?
• Strongest relationship to performance & satisfaction• Transfers vital skills, abilities, and knowledge within
the organization• Employees internalize what they observe & learn
from managers they consider “experts”
Expert Power!
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Intergroup Sources of Power
• Control critical resources
• Control of strategic contingencies – activities that other groups need to complete their tasks– Ability to cope with uncertainty– High degree of centrality– Nonsubstitutability
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Intergroup Power
• Reduce uncertainty• Function is central to organization• Activities are difficult to replace
Groups hold power over
other groups when they…
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Learning OutcomeLearning Outcome
Describe the role of ethics in using power.
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Guidelines for Ethical Use of Power
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Guidelines for Ethical Use of Power
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Information Power
access to and control over
important information
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[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?
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[Two Faces of Power]
Personal Power used for personal gain
Social Power used to create motivation used to accomplish
group goals
Rod Blagojevich, the former governor of Illinois, is a premier illustration of abuse of personal power.
In exchange for the Illinois’ seat in the US Senate, Blagojevich demanded financial compensation for himself and his wife, as well as a position as an ambassador.
Beyond the Book:The Trials of Blago
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© 2013 Cengage Learning
Successful Power Users
belief in the authoritysystem
belief in justice
preference for work and discipline
altruism
Learning OutcomeLearning Outcome
Identify symbols of power and powerlessness in organizations.
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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
Common Theme: Doing things for others
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Kanter’s Symbols of Powerlessness
Key to overcoming powerlessness: share power and delegate decision making
Top Executives• budget cuts
• punishing behaviors• top-down communications
Managers• assign external attribution - blame others or environment
First-line Supervisors• overly close supervision
• inflexible adherence to rules• do job rather than train
Staff Professionals• resistance to change
• turf protection
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© 2013 Cengage Learning
Korda’s Power Symbols
TimeFurnishings Standing by
Learning OutcomeLearning Outcome
Define organizational politics and understand the role of political skill and major influence tactics.
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5
Organizational Politics
the use of power and influence in
organizations
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Political Behavior
actions not officially sanctioned by an
organization that are taken to influence
others in order to meet one’s personal
goals
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Conditions Encouraging Political Activity
• Unclear goals
• Autocratic decision making
• Ambiguous lines of authority
• Scarce resources
• Uncertainty
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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
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Influence Tactics
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Influence Tactics
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Influence Tactics
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[Using Influence Tactics ]
• Develop and maintain open lines of communication in all directions
• Treat the targets of influence attempts with basic respect
• Understand that influence relationships are reciprocal
• Direct influence attempts towards organizational goals
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Political Skill
ability to get things done through favorable
interpersonal relationships outside of
formally prescribed organizational
mechanisms
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Four Dimensions to Political Skill
SincerityNetworking ability
Social astutenessInterpersonal influence
Learning OutcomeLearning Outcome
Identify ways to manage political behavior in organizations.
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[Managing Political Behavior]
• Recognize it• Open communication• Clarify performance expectations• Participative management• Encourage cooperation among
work groups• Manage scarce resources well• Provide a supportive organizational
climate
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Managing Up: The Boss
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Managing Up: The Boss
SOURCE: From J. J. Gabarro and J. P. Kotter, “Managing Your Boss,” Harvard Business Review (May–June 1993): 155.Reprinted by permission of Harvard Business Review. Copyright © 1993 by the Harvard Business School PublishingCorporation; all rights reserved
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Empowerment
sharing power in such a way that
individuals learn to believe in their ability
to do the job
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Four Dimensions of Empowerment
Meaning
ImpactSelf-
determination
Competence
[Guidelines for Empowering]
• Express confidence in employees and
set high performance expectations
• Create opportunities for participative
decision making
• Remove bureaucratic constraints that
stifle autonomy
• Set inspirational and meaningful goals
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Employee Empowerment Grid
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A key element in Toyota’s quality control program is empowerment.
Every employee on the assembly line has access to an andon cord. If they see any quality issues, no matter how small, they can pull the cord to pause production and have the issue resolved.
Beyond the Book:Empowering Employees for Quality
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Flash of Genius
1. This chapter defined power as “the ability to influence another person.”Who has power in this film scene?
2. The chapter distinguished influence from authority. What is the exampleof the use of authority in the scene?
3. Which interpersonal forms of power appear in this film scene? Drawexamples of your choices from the scene.
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Barcelona Restaurant Group
1. Who has authority at Barcelona?
2. What forms of interpersonal power do these individuals possess?
3. Identify Kanter’s symbols of power that are evident at Barcelona Restaurant Group.
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