power organizational behaviour

8/19/2019 Power Organizational Behaviour

1/40

Chapter#

2 - 1Copyright © 2013 Pearson CanadaInc.

Chapter#

8- 1Copyright © 2013 Pearson CanadaInc.

8


2/40

Copyright © 2013 Pearson CanadaInc.

8 - 2

Chapter Outline• A Defnition o Power

• Bases o Power – Coercive Poer

– !eard Poer

–

"egitiate Poer – $%pert Poer

– !e&erent Poer

– In&oration Poer

– $valuating the 'ases o& Poer

• Dependency: The Key to Power – (he )eneral *ependency Postulate

–

+hat Creates *ependency,


3/40


8 - 3

Chapter Outline• Inuence Tactics

• Empowerment: Givin Power toEmp!oyees – *enition o& $poerent

•The A"use o Power – arassent in the +or/place

• Po!itics: Power in Action –

*enition o& Political 'ehaviour – (he !eality o& Politics

– (ypes o& Political ctivity

– Ipression anageent

– a/ing Oce Politics +or/


4/40


8 -

1. +hat is poer,

2. o does one get poer,3. o does dependency a4ect poer,

. +hat tactics can 5e used to increase poer,

6. +hat does it ean to 5e epoered,7. o are poer and harassent related,

. +hy do people engage in politics,

"earning Outcoes


5/40


8 - 6

Poer and Politics

• Power

– capacity that has to in9uence the5ehaviour o& ' so that ' acts in

accordance ith :s ishes.

• Dependency

– ':s relationship to hen possessessoething that ' needs.


6/40


8 - 7

'ases o& Poer

#$ %oercive Power

– Poer that is 5ased on &ear.

&$ 'eward Power – Poer 5ased on the a5ility to provide

5enets or reards to people.

($ )eitimate Power

– Poer 5ased on relative position inthe organi;ational hierarchy.


7/40


8 -

'ases o& Poer

*$ E+pert Power – Poer 5ased on a person:s e%perience

and /noledge.

,$ 'eerent Power –


8/40


8 - 8

-Poer


9/40


8 - >

Poer

People ill respond in one o& three ays?

#$ %ommitment @ (he person is enthusiastic

a5out the reAuest and carries the tas/ out.

&$ %omp!iance @ (he person goes along iththe reAuest grudginglyB putting in iniale4ort.

($ 'esistance @ (he person is opposed tothe reAuest and tries to avoid it.


10/40


8 - 10

% - on nuu o esponses oPoer


11/40


8 - 11

"eaders: se o& Poer

•

(he least e4ective poer 5ases are the ones ostli/ely to 5e used 5y anagers.

– CoerciveB legitiateB and reard

– $asiest to ipleent

• $4ective leaders use re&erent andDor e%pert poer.

• *eadline pressures increase group e5er

reliance on individuals ith e%pert and in&orationpoer.


12/40


8 - 12

Poer

•

Importance – (he things you control ust 5e iportant.

• .carcity

– resource ust 5e perceived as scarce.

• /on0su"stituta"i!ity

– (he resource cannot 5e su5stituted ithsoething else.


13/40


8 - 13

Increasing *ependency

• o to increase the dependency o&others on you?

–

Control things vieed as iportant.

– (he resources ust 5e vieed as scarce.

– (he resource ust have &e or nosu5stitutes Fnon-su5stituta5ilityG.


14/40


8 - 1

In9uence (actics

1. !ational persuasion2. Inspirational appeals

3. Consultation

. Ingratiation6. Personal appeals

7. $%change

. Coalition tactics8. Pressure

>. "egitiating tactics


15/40


8 - 16

Political H/ill

•

(he a5ility to in9uence others in such aay as to enhance their on o5=ectives.

• !esearch indicates that?

– Politically s/illed individuals use in9uencetactics ore e4ectively.

– Political s/ills appear to 5e ore e4ective

hen sta/es are high. – Politically s/illed people are a5le to e%ert

in9uence ithout others detecting it.


16/40


8 - 17

? v $ployees

• (he &reedo and the a5ility o& eployees toa/e decisions and coitents.

• anagers disagree over denition o&epoerent.

– $poerent as delegating decisiona/ing ithin a set o& clear 5oundaries

versus

– $poerent as a process o& ris/ ta/ingand personal grothJ


17/40


8 - 1

$poerent

1. (here ust 5e a clear denition o& the values andission o& the copany.

2. Copany ust help eployees acAuire therelevant s/ills.

3. $ployees need to 5e supported in their decisiona/ingB and not critici;ed hen they try to dosoething e%traordinary.

. $ployees need to 5e recogni;ed &or their e4orts.


18/40


8 - 18

People

• .ense o se!0determination

– $ployees are &ree to choose ho to do theiror/K they are not icroanaged.

• .ense o meanin

–

$ployees &eel that their or/ is iportant totheK they care a5out hat they are doing.

• .ense o competence

– $ployees are condent a5out their a5ility todo their or/ ellK they /no they can per&or.

• .ense o impact – $ployees 5elieve they can have in9uence on

their or/ unitK others listen to their ideas.

% arac er s cs o poere


19/40


8 - 1>

% - arac er s cs o poerePeople

( e use o Poer? arassent n t e


20/40


8 - 20

( e use o Poer? arassent n t e+or/place

• People ho engage in harassent in the

or/place are typically a5using their poerposition.

– anager-eployee

• +here position poer gives the anager the capacity

to reard and coerce. – Co-or/ers

• lthough co-or/ers appear to engage in soehatless severe &ors o& harassent than do anagersBco-or/ers are the ost &reAuent perpetrators o&

harassentB particularly se%ual harassentB inorgani;ations.


21/40


8 - 21

?'ullying

• 'ullying can happen across levels o&the organi;ationB or aong co-or/ers.

• !ecent research &ound that? – 0 percent o& the respondents noted that they had

e%perienced one or ore &ors o& 5ullying ee/ly in thepast si% onths.

– 10 percent e%perienced 5ullying at a uch greater level?

ve or ore incidents a ee/.

? %


22/40


8 - 22

? %arassent

• (he Hupree Court o& Canada denition

– nelcoe 5ehaviour o& a se%ual nature in theor/place that negatively a4ects the or/ environentor leads to adverse =o5-related conseAuences &or theeployee.

• (here is disagreeent as to hat specically constitutesse%ual harassent.

– nanted physical touching.

– !ecurring reAuests &or dates hen the person is clearly

uninterested. – Coercive threats that a person ill lose her or his =o5 i&

she or he re&uses a se%ual proposition

% %


23/40


8 - 23

% %arassent

• ore su5tle &ors Fharder to interpretG?

– nanted loo/s or coents

– O4-colour =o/es

– He%ual arti&acts such as nude calendars inthe or/place

– He%ual innuendo

–

isinterpretations o& here the line5eteen 5eing &riendlyJ ends andharassentJ 5egins

He%ual arassent? o anagers Can


24/40


8 - 2

He%ual arassent? o anagers CanProtect (heselves and their $ployees.

• a/e sure an active policy is in place.

• $nsure eployees that they ill not &ace retaliation i& acoplaint is led.

•

Investigate every coplaint.

• a/e sure that o4enders are disciplined or terinated.

•

Het up in house seinars to raise eployee aareness.


25/40


8 - 26

Politics? Poer in ction

•Political 5ehaviour is those activitiesthat in9uenceB or attept toin9uenceB the distri5ution o&

advantages and disadvantagesithin the organi;ation.

y ;


26/40


8 - 27

y ;$%ist,

•Organi;ations are ade up o& groupsand individuals ho have di4eringvaluesB goals and interests.

• !esources in organi;ations are liited.

•

Per&orance outcoes are notcopletely clear and o5=ective.

% u c easure o o


27/40


8 - 2

% - u c easure o oPolitical


28/40


8 - 28

(ypes o& Political ctivity

• ttac/ing or 5laing others• sing in&oration

• anaging ipressions

• 'uilding support &or ideas

• Praising others

• 'uilding coalitions

• ssociating ith in9uential people

• Creating o5ligations

I i t


29/40


8 - 2>

Ipression anageent

• (he process 5y hich individuals attept tocontrol the ipression others &or o& the.

• !esearchers have copared applicants house to distinct approaches in =o5intervies

– .e! promotion: prooting one:s

accoplishents

– Inratiation: coplienting the intervieerand nding areas o& agreeent

/i O P liti + /


30/40


8 - 30

a/ing Oce Politics +or/

• Mo5ody ins unless every5ody ins.

•

*on:t =ust as/ &or opinionsNchangethe.

•

$veryone e%pects to 5e paid 5ac/.

• Huccess can create opposition.

)l 5 l I li ti


31/40


8 - 31

)lo5al Iplications

• ies on $poerent

• Perceptions o& Politics

•

Pre&erence &or In9uence tactics

H d I li ti


32/40


8 - 32

Huary and Iplications

#$ 1hat is power2 – (he capacity that has to in9uence the 5ehaviour o& 'B

so that ' acts in accordance ith :s ishes.

&$ 3ow does one et power2 – (here are si% 5ases &or poer? coerciveB reardB

legitiateB e%pertB re&erentB and in&oration.

($ 3ow does dependency a4ect power2 – (o a%ii;e your poerB you ill ant to increase

others: dependence on you.

*$ 1hat tactics can "e used to increase

power2 – One study identied nine strategies? rational

persuasionB inspirational appealsB consultationBingratiationB personal appealsB e%changeB coalitiontacticsB pressureB and legitiating tactics.

H d I li ti


33/40


8 - 33

Huary and Iplications

,$ 1hat does it mean to "e empowered2

– $poerent re&ers to the &reedo and the a5ility o&eployees to a/e decisions and coitents.

-$ 3ow are power and harassment re!ated2 – People ho engage in harassent in the or/place are

typically a5using their poer position.

5$ 1hy do peop!e enae in po!itics2 – People use politics to in9uence others to help the

achieve their personal o5=ectives

O' t + / ! i


34/40


8 - 3

O' at +or/? or !evie

1. +hat is poer, o do you get it,

2. Contrast the 5ases o& poer ithin9uence tactics.

3. o ight people respond to thedi4erent 5ases o& poer that soeone

ight use,. +hich o& the si% poer 5ases lie ith the

individual, +hich are derived &ro theorgani;ation,

6. *ene the general dependency postulate.

O' t + / ! i


35/40


8 - 36

O' at +or/? or !evie

7. +hat creates dependency, )ive an appliede%aple.

. Identi&y the range o& epoerent that

ight 5e availa5le to eployees.8. *ene se%ual harassent. +ho is ost

li/ely to harass an eployee? a 5ossB a co-or/erB or a su5ordinate, $%plain.

>. o are poer and politics related,

10.*ene political 5ehaviour. +hy is politics a&act o& li&e in organi;ations,

a or ? or r ca


36/40


8 - 37

a or ? or r ca (hin/ing

1. 'ased on the in&oration presented in this chapterB hat

ould you do as a recent graduate entering a ne =o5 toa%ii;e your poer and accelerate your career progress,

2. Politics isn:t inherently 5ad. It:s erely a ay to get thingsaccoplished ithin organi;ations.J *o you agree ordisagree, *e&end your position.

3.


37/40


8 - 3

'rea/out )roup $%ercises

•

or sall groups to discuss the &olloingtopics1. *escri5e an incident here you tried to use political

5ehaviour in order to get soething you anted. +hattactics did you use,

2. In thin/ing a5out the incident descri5ed a5oveB ere yourtactics e4ective, +hy,

3. *escri5e an incident here you sa soeone engaging in

politics. +hat as your reaction to o5serving the political5ehaviour, nder hat circustances do you thin/ political

5ehaviour is appropriate,

or ng ers %erc se?


38/40


8 - 38

or ng ers %erc se?nderstanding 'ases o& Poer

Instructions &or !ole Play

• +or/ing in your groupB read theinstructions &or the assignent.

•


39/40


8 - 3>

!ole Play Hcenario

•


40/40

C i ht © 2013 P C d 8 0

Politic/ing

1. rae arguents in ters o&organi;ational goals.

2. *evelop the right iage.

3. )ain control o& organi;ational resources.

. a/e yoursel& appear indispensa5le.

6. 'e visi5le.

7. *evelop poer&ul allies.

. void taintedJ e5ers.8. Hupport your anager.

power organizational behaviour

Documents