Transcript Learning Objectives - University of Texas at Tyler

The University of Texas at Tyler
Dr. Marilyn Young
MANA3311 –Organizational Theory &
Behavior
Chapter 8, 9, 10, 11,12, & 13
College of Business and Technology
Chapter
Eight
M
OTIVATION:
FROM CONCEPTS TO
APPLICATION
Key Elements of MBO
Goal
Specificity
Participation in
Decision Making
Explicit
Time Period
Performance
Feedback
Prentice Hall, 2001
Chapter 7
4
MBO: Cascading of Objectives
Organizational
Objectives
Divisional
Objectives
Departmental
Objectives
The XYZ Company
Consumer Products
Production
Sales
Customer
Service
Industrial Products
Marketing
Research
Development
Individual
Objectives
Prentice Hall, 2001
Chapter 7
5
Linking MBO and
Goal-Setting Theory
Difficulty
of Goals
Specificity
of Goals
Feedback
on Performance
Participation
in Goal Setting
Prentice Hall, 2001
Chapter 7
6
Job Design Theory
Job Characteristics Model
Identifies five job
characteristics and their
relationship to personal
and work outcomes.
Characteristics:
1. Skill variety
2. Task identity
3. Task
significance
4. Autonomy
5. Feedback
Job Design Theory
Skill Variety
The degree to which a job requires a
variety of different activities (how may
different skills are used in a given day,
week, month?).
Task Identity
The degree to which the job requires
completion of a whole and identifiable
piece of work (from beginning to end).
Task Significance
The degree to which the job has a substantial
impact on the lives or work of other people.
Job Design Theory
Autonomy
The degree to which the job provides
substantial freedom and discretion to the
individual in scheduling the work and in
determining the procedures to be used in
carrying it out.
Feedback
The degree to which carrying out the work
activities required by a job results in the
individual obtaining direct and clear
information about the effectiveness of his or
her performance.
Examples of High and Low Job Characteristics
Characteristics
• High variety
engines,
Examples
Skill Variety
The owner-operator of a garage who does electrical repair, rebuilds
does body work, and interacts with customers
• Low variety
A bodyshop worker who sprays paint eight hours a day
Task Identity
• High identity
A cabinetmaker who designs a piece of furniture, selects the wood,
builds the
object, and finishes it to perfection
• Low identity
A worker in a furniture factory who operates a lathe to make table legs
Task Significance
• High significance Nursing the sick in a hospital intensive care unit
• Low significance Sweeping hospital floors
Autonomy
• High autonomy
A telephone installer who schedules his or her own work for the day, and
decides on the best techniques for a particular installation
• Low autonomy
A telephone operator who must handle calls as they come according to a
routine, highly specified procedure
Feedback
• High feedback
An electronics factory worker who assembles a radio and then tests it to
determine if it operates properly
• Low feedback
An electronics factory worker who assembles a radio and then routes it
to a
quality control inspector who tests and adjusts it
Prentice Hall, 2003
10
Job Design and Scheduling
Job Rotation
The periodic shifting of a worker
from one task to another.
Job Enlargement
The horizontal
expansion of jobs.
Job Enrichment
The vertical expansion of
jobs.
Alternative Work Arrangements
Flextime
Employees work during a common core time
period each day but have discretion in forming
their total workday from a flexible set of hours
outside the core.
Job Sharing
The practice of having two or more people
split a 40-hour-a-week job.
Example of a Flextime
Schedule
E X H I B I T 7–3
Alternative Work Arrangements
Telecommuting
Employees do their work at home on a computer
that is linked to their office.
Categories of telecommuting jobs:
• Routine information handling tasks
• Mobile activities
• Professional and other knowledge-related tasks
Telecommuting
• Advantages
– Larger labor pool
– Higher
productivity
– Less turnover
– Improved morale
– Reduced officespace costs
• Disadvantages
(Employer)
– Less direct
supervision of
employees
– Difficult to
coordinate
teamwork
– Difficult to
evaluate non-
Employee Recognition Programs
• Types of programs
•
– Personal attention
– Expressing interest
– Approval
– Appreciation for a job well done
Benefits of programs
– Fulfills employees’ desire for recognition.
– Encourages repetition of desired behaviors.
– Enhances group/team cohesiveness and
motivation.
– Encourages employee suggestions for
improving processes and cutting costs.
What is Employee Involvement?
Employee Involvement
Programs
Participative
Management
Representative
Participation
Quality
Circles
Employee
Stock Ownership
Prentice Hall, 2001
Chapter 7
18
Examples of Employee Involvement Programs
Examples of Employee Involvement Programs
Examples of Employee Involvement Programs
How a Typical Quality Circle Operates
Examples of Employee Involvement Programs
Piece Rate
Profit Sharing
Variable
Pay Plans
Gainsharing
Prentice Hall, 2001
Bonus Plans
Chapter 7
24
Variable Pay Programs
Variable Pay Programs
Skill-Based Pay Plans
Benefits of Skill-based Pay Plans:
1. Provides staffing flexibility.
2. Facilitates communication across the organization.
3. Lessens “protection of territory” behaviors.
4. Meets the needs of employees for advancement
(without promotion).
5. Leads to performance improvements.
Skill-Based Pay Plans (cont’d)
Drawbacks of Skill-based Pay Plans:
1. Lack of additional learning opportunities that will
increase employee pay.
2. Continuing to pay employees for skills that have
become obsolete.
3. Paying for skills which are of no immediate use
to the organization.
4. Paying for a skill, not for the level of employee
performance for the particular skill.
Flexible Benefits
Employees Choose From A Menu of Options
• Expectancy Theory
• Cost of Management
• Individual Needs
• Cost of Premiums
Prentice Hall, 2001
Chapter 7
29
Chapter Check-Up: Emotions
and Moods
Lucy has a high need for
achievement and likes to come to
work and focus on her job only. If
you were Lucy’s manager, how
could you get her to feel more
emotion at work? Would you want
Chapter
Nine
F
OUNDATIONS OF
GROUP BEHAVIOR
Defining and
Classifying Groups
Command Groups
Formal
Task Groups
Interest Groups
Informal
Friendship Groups
Prentice Hall, 2001
Chapter 8
32
Defining and Classifying Groups
Defining and Classifying Groups
Why People Join Groups
•Security
•Status
•Self-esteem
•Affiliation
•Power
•Goal Achievement
Five-Stage Model/Group Development
Forming
Storming
Norming
Performing
Adjourning
Stages of Group Development
Stages of Group Development
Stages of Group Development
Group Structure - Roles
Group Structure - Roles
Performance
Appearance
Group
Norms
Resources
Prentice Hall, 2001
Arrangement
Chapter 8
42
Group Norms & The Hawthorne Studies
• A series of studies undertaken by Elton
Mayo at Western Electric Company’s
Hawthorne Works in Chicago between
1924 and 1932.
• Research Conclusions:
– Worker behavior and sentiments were
closely related.
– Group influences (norms) were significant
in affecting individual behavior.
– Group standards (norms) were highly
effective in establishing individual worker
output.
Group Structure - Norms
Formal Group Leadership
Supervisor
Project
Leader
Foreman
Task Force
Head
Department
Manager
Committee
Chair
Prentice Hall, 2001
Chapter 8
45
Conformity to Group Norms
vvv Studies by Solomon Asch vvv
X
Prentice Hall, 2001
A
Chapter 8
B
C
46
Size of the Group
• Small groups
• Large groups
• Social loafing
• Individual effort
Prentice Hall, 2001
Chapter 8
47
Cohesiveness-Productivity Relationship
Cohesiveness
Performance Norms
High
Low
High
High
Productivity
Moderate
Productivity
Low
Low
Productivity
Moderate to Low
Productivity
Prentice Hall, 2001
Chapter 8
48
Group Decision Making
Advantages
Disadvantages
v
More Diversity of Views
v
Dominant Individuals
v
Increased information
v
Unclear Responsibility
v
Higher-quality decisions
v
Time and money costs
v
Improved Commitment
v
Conformity pressures
Prentice Hall, 2001
Chapter 8
49
Group Decision Making (cont’d)
• Strengths
– More complete
information
– Increased diversity
of views
– Higher quality of
decisions (more
accuracy)
– Increased
acceptance of
• Weaknesses
– More time
consuming (slower)
– Increased pressure
to conform
– Domination by one
or a few members
– Ambiguous
responsibility
Group Decision Making
Potential benefits
Pooling of resources
Specialization of labor
Greater acceptance of decisions
Potential problems
Waste of time
Group conflict
Intimidation by group leaders
Characteristics of Groupthink
Pressure to go along
with the group
Reluctance to question
the group’s decisions
Antecedent
processes
Symptoms
Illusion of unanimity
Inherent morality
Rationalization
Failure to consider all
alternatives
Defects
Reluctance to reexamine
other options
Biased and incomplete
use of information
Result
13
Poor decisions
Avoiding Groupthink
v
v
v
v
v
Promote open inquiry
Use subgroups
Admit shortcomings
Hold second-chance meetings
Leader should not give
opinion first
Social Loafing
Amount of Individual
Group Performance
High
The more people working on
a group task, the smaller the
contribution made by any one
member of the group will be
Low
One person Small
working alone group
Large
group
Group Properties - Size
Social Loafing
The tendency for individuals to expend less effort when
working collectively than when working individually.
Performance
Other conclusions:
• Odd number groups do
better than even.
• Groups of 5 to 7 perform
better overall than larger
or smaller groups.
Group Size
Symptoms Of The Groupthink
Phenomenon
• Group members rationalize any resistance
to the assumptions they have made.
• Members apply direct pressures on those
who express doubts about shared views or
who question the alternative favored by the
majority.
• Members who have doubts or differing
points of view keep silent about misgivings.
Interacting
Brainstorming
Techniques for Group
Decision Making
Nominal
Prentice Hall, 2001
Electronic
Chapter 8
57
Chapter
Ten
U
NDERSTANDING
WORK TEAMS
Comparing Work Groups and
Work Teams
EXHIBIT
9-1
Team Versus Group: What’s the Difference?
Work Group
A group that interacts primarily
to share information and to
make decisions to help each
group member perform within
his or her area of responsibility.
Work Team
A group whose individual efforts
result in a performance that is
greater than the sum of the
individual inputs.
Comparing Work Groups and Work Teams
Work Groups
Share information
Neutral (may be negative)
Individual
Random and varied
Prentice Hall, 2001
Work Teams
Goal
Synergy
Accountability
Skills
Chapter 9
Collective performance
Positive
Individual and mutual
Complementary
61
Why Have Teams
Become So Popular?
• Performance on complex tasks
• Utilization of employee talents
• Flexibility and responsiveness
• Motivational properties
Prentice Hall, 2001
Chapter 9
62
ProblemSolving
SelfManaged
Types of
Teams
CrossFunctional
Virtual
Prentice Hall, 2001
Chapter 9
63
• Task forces
• Committees
Team Characteristics
1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints
Creating Effective Teams
Creating Effective Teams
Key Roles on Teams
Adviser
Linker
Creator
Promoter
Assessor
Organizer
Producer
Controller
Maintainer
Prentice Hall, 2001
Chapter 9
69
Key
Roles
of
Teams
EXHIBIT
9-4
Teamwork Processes
Common
Purpose
Specific
Goals
Efficacy
Social
Loafing
Conflict
Prentice Hall, 2001
Chapter 9
71
Turning Individuals
Into Team Players
Selection
Prentice Hall, 2001
Training
Chapter 9
Rewards
72
Chapter
Eleven
C
OMMUNICATION
Functions of Communication
Control
Motivation
Information
Emotional
Expression
Prentice Hall, 2001
Chapter 10
74
The Communication Process
Model
EXHIBIT
10-1
The Communication Process
Encoding
Channel
Decoding
Message
Message
Source
Receiver
Feedback
Prentice Hall, 2001
Chapter 10
76
Direction of
Communication
Upward
Prentice Hall, 2001
Downward
Chapter 10
Lateral
77
Direction of Communication
Downward
Lateral
Upward
Upward Communication
•Letters, memos,reports, email
•Grapevine
•Suggestion Box
•Chain of Command
•Employee Surveys
•Grievance Procedure
•Exit Interviews
Downward Communication
•Letters, memos,reports, email
•Grapevine
•Bulletin Boards
•Chain of Command
•Handbooks
•Newsletters
•Meetings
Interpersonal Communication



Oral Communication
• Advantages: Speed and feedback.
• Disadvantage: Distortion of the message.
Written Communication
• Advantages: Tangible and verifiable.
• Disadvantages: Time consuming and lacks
feedback.
Nonverbal Communication
• Advantages: Supports other
communications and provides observable
expression of emotions and feelings.
• Disadvantage: Misperception of body
language or gestures can influence
receiver’s interpretation of message.
Intonations: It’s the Way You
Say It!
EXHIBIT
10-2
Three Common Small-Group Networks
Chain
Prentice Hall, 2001
Wheel
All-Channel
Chapter 10
83
The Grapevine
Control
Reliability
SelfInterests
Prentice Hall, 2001
Chapter 10
84
Grapevine

Grapevine Characteristics
• Not controlled by management.
• Perceived by most employees as being
more believable and reliable than formal
communications.
• Largely used to serve the self-interests
of those who use it.
• Results from:
 Desire for information about
important situations
 Ambiguous conditions
 Conditions that cause anxiety
Emoticons: Showing Emotion in
E-Mail
EXHIBIT
10-6
Choice of Communication Channel
Characteristics of Rich Channels
1. Handle multiple cues simultaneously.
2. Facilitate rapid feedback.
3. Are very personal in context.
Information Richness of
Communication Channels
Low channel richness
Routine
High channel richness
Nonroutine
EXHIBIT
10-7
Selective
Perception
Filtering
Defensiveness
Barriers to
Effective
Communication
Language
Prentice Hall, 2001
Information
Overload
Apprehension
Chapter 10
89
Barriers/Noise
•Poor Listening
•Time
•Inferences
•Semantics/Bypassing
•Time
•Polarization
•Allness
•Others
Barriers to Effective Communication
Barriers to Effective Communication
emotions
language
How a receiver feels at the
time a message is received
will influence how the
message is interpreted.
Words have
different meanings
to different people.
Communication Barriers Between
Men and Women

Men talk to:
• Emphasize status,
power, and
independence.
• Complain that
women talk on and
on.
• Offer solutions.
• To boast about their
accomplishments.

Women talk to:
• Establish connection
and intimacy.
• Criticize men for not
listening.
• Speak of problems to
promote closeness.
• Express regret and
restore balance to a
conversation.
Hand Gestures Mean Different
Things in Different Countries
EXHIBIT
10-10a
Hand Gestures Mean Different
Things in Different Countries
EXHIBIT
10-10b
Communication Barriers and
Cultural Context
Highvs.
Low-Context
Cultures
EXHIBIT
10-11
Verbal and Nonverbal Communication
Verbal Communication
Written
Spoken
Graphic
Nonverbal Communication
Kinesic Behavior
Appearance—Dress, glasses,
Proxemics—Space
Touching
Environmental—Color
Paralanguage—Voice, Pitch, Rhythm
Nonverbal Communication
Body Motions
Body Language
Facial Expressions
Tone of Voice
Paralinguistics
Pacing and Pitch
Prentice Hall, 2001
Chapter 10
99
Choice of Communication Channel
Channel
Richness
Richest
Type of
Message
Information
Medium
Ambiguous
• Face-to-face talk
• Telephone
• Electronic mail
• Memos, letters
• Flyers, bulletins, reports
Leanest
Prentice Hall, 2001
Routine
Chapter 10
100
Improving Your Communication Skills
Use Simple, Clear Language
Be aware of jargon
K.I.S.S. principle
Become an Active, Attentive Listener
- ask questions
- put the speaker’s ideas into your own
words
- avoid distractions in the environment
- avoid jumping to conclusions
- make sure you understand another’s ideas
before replying
Improving Your Communication Skills
Give and Receive Feedback
•
•
•
•
•
Suggestion systems
Corporate hotlines
“Brown bag” meetings
“Skip level meetings”
Employee surveys
Elements of the Communication
Process
• The sender
• Encoding
• The message
• The channel
• Decoding
• The receiver
• Noise
Computer-Aided Communication
• E-mail
– Advantages: quickly written, sent, and
stored; low cost for distribution.
– Disadvantages: information overload,
lack of emotional content, cold and
impersonal.
• Instant messaging
– Advantage: “real time” e-mail
transmitted straight to the receiver’s
desktop.
– Disadvantage: can be intrusive and
Knowledge Management (KM)
Knowledge Management
A process of organizing and distributing an
organization’s collective wisdom so the right
information gets to the right people at the right time.
Why KM is important:
Intellectual assets are as important as physical assets.
When individuals leave, their knowledge and experience
goes with them.
A KM system reduces redundancy and makes the
organization more efficient.
The Grapevine
Control
Reliability
SelfInterests
Sex Differences in Communication
Men
Emphasize and reinforce
their status
Women
Downplay their status, and
focus on creating positive
social connections
“I”
“We”
Exude confidence and
Downplay their confidence,
boast
even when they believe
they are correct
Asking questions--a sign of
Not afraid to ask questions
weakness
Offer advice
Listen and lend social
support
Word
Connotations
Semantics
Barriers to
Cross-Cultural
Communication
Tone
Differences
Prentice Hall, 2001
Perception
Differences
Chapter 10
108
A Cultural Guide
Assume
Differences
Emphasize
Description
Develop a
Hypothesis
Cultivate
Empathy
Prentice Hall, 2001
Chapter 10
109
Chapter
Twelve
L
eadership
What Is Leadership?
• A definition of management
• A definition of leadership
• Formal and informal leaders
• Leadership and management
Prentice Hall, 2001
Chapter 11
111
What Is Leadership?
Traits of a Leader
Drive and
Ambition
Desire to Lead
Honesty and
Integrity
Prentice Hall, 2000
Self-Confidence
Intelligence
Technical
Expertise
Chapter 10
113
Trait Theories
Leadership Traits:
• Ambition and energy
• The desire to lead
• Honesty and
integrity
• Self-confidence
• Intelligence
• Job-relevant
knowledge
Trait Theories of Leadership
Ambition
and Energy
Desire
to Lead
Honesty
and Integrity
SelfConfidence
Intelligence
Job-Relevant
Knowledge
Prentice Hall, 2001
Chapter 11
115
Trait Theories
Limitations:
• No universal traits that predict leadership
in all situations.
• Traits predict behavior better in “weak”
than “strong” situations.
• Unclear evidence of the cause and effect
of relationship of leadership and traits.
• Better predictor of the appearance of
leadership than distinguishing effective
and ineffective leaders.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
Behavioral Approaches
•Autocratic/Democratic
•Ohio State
•Managerial Grid
•Situational Leadership Theory
•Charismatic Leaders
•Transformational leadership
Behavioral Theories
Ohio State
Initiating Structure
Consideration
University of
Michigan
Prentice Hall, 2001
Employee-Orientation
Production-Orientation
Chapter 11
119
University of Michigan Studies
Ohio State Studies
High
Low Structure
High Consideration
Low
Low Structure
Low Consideration
High Structure
High Consideration
High
High Structure
Low Consideration
Low------------------------------------ High
6
The Managerial Grid
1
(1,9)
(9,9)
Concern for People
2
3
4
5
(5,5)
6
7
8
9
(9,1)
(1,1)
1
2
3
4
5
6
7
8
9
Concern for Production
Prentice Hall, 2001
Chapter 11
123
The Managerial Grid
1,9 pattern
“Country club”
environment
9,9 pattern
Team managementthe ideal style
(high)
Concern for People
9
8
7
6
5,5 pattern
Middle-of-the-road
management
5
4
3
2
1,1 pattern
impoverished
management
9,1 pattern
Task management
1
(low) 1
2
3
4
5
6
7
8
Concern for Production
9
(high)
Hersey and Blanchard’s
Situational Leadership Theory
Leader: decreasing need for support and supervision
Situational
Leadership Theory
Readiness
of Followers
Behavior
of Leaders
Unable and Unwilling
Clear, Specific Directions
Unable and Willing
High Task Orientation
Able and Unwilling
Support & Participation
Able and Willing
Prentice Hall, 2001
Let Followers Perform
Chapter 11
126
Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Follower
Readiness
Unwilling
Able
Supportive
Participative
Willing
Monitoring
Leadership
Styles
Unable
Directive
High Task
and
Relationship
Orientations
Premise
Path-Goal Theory
• Leader must help followers
attaining goals and reduce
roadblocks to success
•Leaders must change
behaviors to fit the situation
(environmental contingencies
& subordinate contingencies)
Relationship Behavior
(amount of support required)
High
Participating
Supporting
Able/Unwilling
Selling
Coaching
Unable/Willing
Delegating
Telling
Directing
Able/Willing
Unable/Unwilling
Low
Low
(able to do job)
High
(unable to do job)
Task Behavior (amount of guidance required)
Path-Goal Theory
Contemporary Issues
in Leadership
• Emotional intelligence
• Team leadership
• Moral leadership
• Cross-cultural leadership
Prentice Hall, 2001
Chapter 11
131
What Is Trust?
• Integrity
• Competence
• Consistency
• Loyalty
• Openness
Prentice Hall, 2001
Chapter 11
132
Trust: The Foundation of Leadership
EXHIBIT
12-1
Trust and Leadership
Leadership
TRUST
and
INTEGRITY
Three Types of Trust
Leaders as Shapers of Meaning:
Framing Issues
Leaders use framing
(selectively including
or excluding facts) to
influence how others
see and interpret
reality.
Charismatic Leadership
Key Characteristics:
1. Vision and articulation
2. Personal risk
3. Environmental sensitivity
4. Sensitivity to follower
needs
5. Unconventional behavior
Key Characteristics of
Charismatic Leaders
EXHIBIT
12-2
Transactional and
Transformational Leadership
• Contingent Reward
• Charisma
• Management by
Exception (active)
• Inspiration
• Management by
Exception (passive)
• Laissez-Faire
• Intellectual Stimulation
• Individual
Consideration
Characteristics of Transactional Leaders
EXHIBIT
12-3a
Characteristics of Transformational
Leaders
EXHIBIT
12-3b
Visionary Leadership
Qualities of a Vision:
• Inspiration that is valuecentered
• Is realizable
• Evokes superior imagery
• Well-articulated
Visionary Leadership
Leadership
Visionary
Live
the Vision
Express
the Vision
Extend
the Vision
Prentice Hall, 2001
Chapter 11
143
Qualities of a Visionary Leader
• Has the ability to explain
the vision to others.
• Uses own behavior to
express the vision.
• Is able to extend the vision
to different leadership
contexts.
Emotional Intelligence and Leadership
Effectiveness
Elements of Emotional Intelligence:
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills
Contemporary Leadership Roles:
Mentoring
Mentoring Activities:
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Moral Leadership
Actions:
• Work to positively change the attitudes
and behaviors of employees.
• Engage in socially constructive
behaviors.
• Do not abuse power or use improper
means to attain goals.
Chapter
Thirteen
Power and Politics
A Definition of Power
A
B
What Creates
Dependency?
Importance
of the
Resource
Prentice Hall, 2001
Scarcity
of the
Resource
Chapter 12
Number of
Viable
Substitutes
150
Contrasting Leadership and Power
• Leadership
– Focuses on goal
achievement.
– Requires goal
compatibility with
followers.
– Focuses influence
downward.
• Research Focus
– Leadership styles and
relationships with
followers.
• Power
– Used as a means for
achieving goals.
– Requires follower
dependency.
– Used to gain lateral
and upward
influence.
• Research Focus
– Power tactics for
gaining compliance.
Coercive
Reward
The Bases
of Power
Legitimate
Expert
Referent
Prentice Hall, 2001
Chapter 12
152
Bases of Power
Bases of Power
Personal Power
Personal Power
Power Tactics
Tactical Dimensions:
• Reason
• Friendliness
• Coalition
• Bargaining
• Assertiveness
• Higher authority
• Sanctions
Use of Power Tactics: From Most to
Least Popular
EXHIBIT
13-2
Power in Groups: Coalitions
• Seek to maximize their
size to attain influence.
• Seek a broad and diverse
constituency for support
of their objectives.
• Occur more frequently in
organizations with high
task and resource
interdependencies.
• Occur more frequently if
tasks are standardized
and routine.
Sexual Harassment: Unequal
Power in the Workplace
Power Tactics
Reason
Friendliness
Sanctions
Coalition
Higher
Authority
Bargaining
Assertiveness
Prentice Hall, 2001
Chapter 12
161
Politics: Power in Action
Politics Is in the Eye of the Beholder
EXHIBIT
13-3
Factors That Influence
Political Behaviors
EXHIBIT
13-4
Employee Responses
to Organizational
Politics
EXHIBIT
13-5
Avoiding Action:
• Overconforming
Defensive
Behaviors
• Buck passing
• Playing dumb
Avoiding Blame:
• Stretching
• Buffing
• Stalling
• Playing safe
• Justifying
• Scapegoating
• Misrepresenting
Avoiding Change:
• Prevention
• Self-protection
EXHIBIT
13-6
Conformity
Association
Favors
Excuses
Impression
Management
Flattery
Prentice Hall, 2001
Apologies
Acclaiming
Chapter 12
167
Impression Management (IM)
IM Techniques:
• Conformity
• Excuses
• Apologies
• Self-Promotion
• Flattery
• Favors
• Association
Political Activity is Likely (range 0-3)
Political Activity Levels
1.3
Political activity
is perceived to
increase at higher
organizational levels
1.2
1.1
1.0
.9
(1.22)
(1.07)
(.73)
.8
.7
.6
(.50)
.5
(.54)
.4
.3
.2
(.18)
.1
Production Clerical Technical and
blue collar
professional
Lower
Mgmt.
Middle
Mgmt.
Organizational Level
Upper
Mgmt.
Ethical/Unethical Actions
• Controlling info.
• Favorable
impression
• Base of support
• Blaming/attack
others
• Use powerful others
• Playing games
•
•
•
•
•
•
Insurgency
Empire building
Rival camp
Whistle-blowing
Alliance
Line/staff
Individual Factors Which Contribute
to Political Behavior
• Level of self monitoring
• Need for power
• Internal locus of control
• Investment in the organization
• Perceived alternatives
• Expectations of success
Prentice Hall, 2001
Chapter 12
171
Organizational Factors Which
Contribute to Political Behavior
• Low trust
• Role ambiguity
• Democratic decision
• Self-serving senior
making
• High performance
managers
• Unclear evaluation
pressures
• Scarcity of resources
Prentice Hall, 2001
systems
• Zero-sum allocations
Chapter 12
172
Avoiding Action
• Overconforming
• Buck passing
• Playing dumb
• Depersonalizing
• Stretching
• Smoothing
• Stalling
Prentice Hall, 2001
Chapter 12
173
Avoiding Blame
• Buffing
• Playing safe
• Justifying
• Scapegoating
• Misrepresenting
Prentice Hall, 2001
Chapter 12
174
Ethical Guidelines
for Political Behavior
Unethical
Question 1
Is the action
motivated by
self-serving
interests which
exclude the
goals of the
organization?
Ethical
Question 3
Is the political
activity fair
and equitable?
Yes
No
No
Unethical
Yes
Question 2
Does the political
action respect
individual rights?
Prentice Hall, 2001
Yes
Chapter 12
No
Unethical
175
Ethical/Unethical Actions
Ethical
Yes
Question 3
Does the activity conform
to standards of equity and
justice; is it fair?
Yes
Question 2
Does the political activity
respect the rights of the
individuals affected?
Question 1
Will the political tactics
promote purely selfish
interests (as opposed to
also organizational
goals?)
No
Yes
No
No
Unethical
10
Bases of Power: Formal Power
Legitimate Power
The power a person receives as a result
of his or her position in the formal
hierarchy of an organization.
Power Tactics
Power Tactics
Ways in which
individuals translate
power bases into
specific actions.
Influence Tactics:
• Legitimacy
• Rational persuasion
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
Sexual Harassment: Unequal Power in the Workplace
Sexual Harassment
– Unwelcome advances, requests for sexual
favors, and other verbal or physical conduct
of a sexual nature.
The U.S. Supreme Court test for determining
if sexual harassment has occurred:
•Whether comments or behavior
in a work environment
“would reasonably be
perceived, and is
perceived, as hostile
Employee Responses to Organizational Politics
E X H I B I T 14-5
Is A Political Action Ethical?
1. What is the utility of
engaging in the
behavior?
2. Does the utility
balance out any harm
done by the action?
3. Does the action
conform to standards
of equity and justice?
E X H I B I T 14–8
The University of Texas at Tyler
Dr. Marilyn Young
MANA 3311 Management and Organizational Behavior
Fall 2010
College of Business and Technology