Transcript Getting

Chapter 11
Power and Political Behavior
Learning Outcomes
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.
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1
Learning Outcome
Describe the concept of power.
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Concepts 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
Zone of Indifference
Managers strive to expand
the zone of indifference
Zone of Indifference
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Beyond the Book:
Football Tickets and Power Disputes
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 ticketscalping as a business for profit, but others question whether
the Broncos' policies have the fans best interests at heart.
© 2009 Cengage Learning. All rights reserved.
2
Learning Outcome
Identify forms and sources of power in
organizations.
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INTERPERSONAL
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
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INTERPERSONAL
Sources of Organizational Power
Referent Power – based on interpersonal
attraction
Expert Power – agent has knowledge target
needs
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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”
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INTERGROUP
Sources of Organizational
Power
• Control of critical resources
• Control of strategic contingencies –
activities that other groups need to
complete their tasks
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INTERGROUP
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
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Information Power
access to and control over important information
• Formal/informal position in communication network
• Interpreting
information when
passing it on
(the spin)
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3
Learning Outcome
Describe the role of ethics in using
power.
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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
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Beyond the Book:
O.C. Sheriff on Trial
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.
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Successful Power Users
• Have high need for social power
• Approach relationships with a communal
orientation
• Focus on needs and interests of others
belief in the
authority
system
preference for
work and
discipline
belief in
justice
altruism
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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
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Power Analysis: A Broader View
Organizational Membership
Alienative 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
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4
Learning Outcome
Identify symbols of power and
powerlessness in organizations.
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Beyond the Book:
Etzioni’s Power Analysis
Type of Membership
Alienative
Calculative
Moral
Coercive
Utilitarian
Normative
Type of Power
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.
© 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
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Kanter’s Symbols of Powerlessness
Top Executives
• budget cuts
• punishing behaviors
• top-down communications
Managers
Staff Professionals
• resistance to change
• turf protection
First-line Supervisors
• assign external attribution - • overly close supervision
blame others or environment • inflexible adherence to rules
• do job rather than train
Key to overcoming powerlessness:
share power and delegate decision making
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
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Korda’s Power Symbols
Size of desk
Rectangular table
Locked file cabinet
Furnishings
Time
Access
Who has access
to you?
To whom do you
have access?
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rights reserved.
5
Learning Outcome
Define organizational politics and
understand the role of political skill and
major influence tactics.
© 2009 Cengage Learning. All rights reserved.
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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Effective Political Characteristics
What characteristics do
effective political actors
possess?
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Beyond the Book:
Evaluate Your Political Potential
Personal Characteristics of Effective Political Actors:
Articulate
Competent
Self-confident
Devious
Highly intelligent
Sensitive
Socially adept
Popular
Extraverted
Aggressive
Ambitious
“Organization man or woman”
Logical
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?
© 2009 Cengage Learning. All rights reserved.
Influence Tactics
Consultation
Inspirational appeals
Rational persuasion
Ingratiation
Coalition
Exchange tactics
Upward appeals
Pressure
Upward Influence:
the boss
Lateral
Influence:
a coworker
Downward Influence:
an employee
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rights reserved.
INFLUENCE BY
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.
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INFLUENCE BY
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.
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INFLUENCE BY
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.
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INFLUENCE BY
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.
© 2009 Cengage Learning. All rights reserved.
6
Learning Outcome
Identify ways to manage political
behavior in organizations.
© 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
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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
THE BOSS
Managing Up
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
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.
© 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!
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Empowerment’s Four
Dimensions
Meaning –
fit between the work role
and the employee’s
values and beliefs
Competence –
belief that one has the
ability to do the job well
E2s
Self-determination –
having control over the
way one does one’s work
Impact – belief that one’s
job makes a difference
within the organization
© 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
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Decision-Making Authority over Job Context
Employee Empowerment Grid
Implement
Follow-up
Point D
Mission Defining
Point E
Self-management
Alt. Choice
Point C
Participatory
Empowerment
Alt. Eval
Alt. Dev
Problem Id.
Point A
No Discretion
Problem Id.
Alt. Dev
Point B
Task Setting
Alt. Eval
Alt.
Implement
Choice Follow-up
Decision-Making Authority over Job Content
Amitai Etzioni, Modern Organizations, 1964, pp.... 59-61. Englewood Cliffs: Prentice Hall.
Beyond the Book:
Over-Empowerment?
Empowered, self-directing scientists at Merck &
Company have pursued research on new drugs,
attempting to advance the pharmaceutical field—
but their studies have failed to produce results,
costing Merck considerable time and money.
How much empowerment is too much? How do you strike a balance between
directed leadership and allowing for individual initiative?
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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
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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
© 2009 Cengage Learning. All rights reserved.