We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
supports HTML5 video
Published byNikolas Oxenford
Modified over 5 years ago
Power, Politics, and InfluenceChapter 12 Power, Politics, and Influence PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved.
Learning Objectives After reading and studying this chapter and doing the exercises, you should be able to: Identify sources of power for individuals and subunits within organizations. Describe the essence of empowerment. Pinpoint factors contributing to, and examples of, organizational politics. Identify and describe a variety of influence tactics. Explain how managers can control dysfunctional politics. Differentiate between the ethical and unethical use of power, politics, and influence. Copyright © 2005 South-Western. All rights reserved.
The Meaning of Power, Politics, and InfluenceIs the potential or ability to influence decisions and control resources. Organizational politics Is the informal approaches to gaining power through means other than merit or luck. Influence Resembles power, but tends to be more subtle and indirect. Copyright © 2005 South-Western. All rights reserved.
Sources of Individual and Subunit PowerSocialized power Is the use of power to achieve constructive ends. Personalized power Is the use of power primarily for the sake of personal aggrandizement and gain. Copyright © 2005 South-Western. All rights reserved.
Power Granted by the OrganizationPosition power Legitimate power that is based on the manager’s formal position within the hierarchy of the firm. Enhanced by establishing polices and procedures that increase the scope of the position’s control. Coercive power: controlling others through the fear of punishment. To be effective, employees must fear the punishment. Reward power: controlling others through rewards or the promise of rewards. Copyright © 2005 South-Western. All rights reserved.
Individual Power Personal power Power stemming from the individualExpert power: the ability to influence others because of one’s specialized knowledge, skills, or abilities. Referent power: the ability to influence others that stems from one’s desirable traits and characteristics. Copyright © 2005 South-Western. All rights reserved.
Individual and Subunit PowerPower from providing resources Resource Dependence Perspective Subunits or individuals within an organization who control or provide the resources that the organization needs on a continuing basis can become quite powerful. Control of resources equals power for managers. People Materials and money Information Copyright © 2005 South-Western. All rights reserved.
Empowerment of Group MembersThe process of sharing power with group members, thereby enhancing their feelings of self-efficacy. Strategic benefits of distributing power: Improved productivity, quality, and satisfaction Copyright © 2005 South-Western. All rights reserved.
Empowerment of Group Members (cont’d)Keys for the transition to effective empowerment: Sharing information Providing more structure (training and support) Gradually replacing traditional organizational structure Allowing individuals and teams to determine how to achieve objectives Above all, trusting in employees to do the right thing Copyright © 2005 South-Western. All rights reserved.
Signs of Empowerment Taking initiative Identifying opportunitiesUsing critical thinking skills Offering judgments Acting on opportunities Optimizing resources Source: Kyle Dover, “Avoiding Empowerment Traps,” Management Review (January 1999): 53. Copyright © 2005 South-Western. All rights reserved. EXHIBIT 12-2
Signs of DisempowermentWaiting for a designated authority to step in and take charge Failing to see opportunities that problems often present Accepting decisions unquestioningly Failing to apply information about shared purpose Attempting but failing at consensus Yielding to higher authority whenever consensus building fails Focusing on resource questions only when directed Source: Kyle Dover, “Avoiding Empowerment Traps,” Management Review (January 1999): 53. Copyright © 2005 South-Western. All rights reserved. EXHIBIT 12-2
Factors Contributing Political BehaviorOrganizations have a political nature due to: Coalitions of interests competing for resources. A pyramidal power structure that concentrates power at the top of the organization. Downsizing and team structures limit upward mobility for ambitious managers with a strong need for power. Decentralization disperses power in the organization. Machiavellian manipulation of others and the organization for personal gain by some managers. Copyright © 2005 South-Western. All rights reserved.
Effective Use of Organizational PoliticsEthical Behaviors Develop power contacts Manage your impression Control vital information Keep informed Be courteous, pleasant, and positive Ask satisfied customer to contact your manager Avoid political blunders Use flattery sincerely Unethical Behaviors Engage in backstabbing Embrace-or-demolish Stealing credit Play territorial games (turf wars) Copyright © 2005 South-Western. All rights reserved.
Organizational Influence TacticsLeading by example Assertiveness Rationality Ingratiation Exchange (reciprocity) Inspirational appeal and emotional display Joking and kidding Copyright © 2005 South-Western. All rights reserved.
Controlling Dysfunctional PoliticsExcessive politics and influence tactics can harm an organization and its members. Ways to control these activities: Rely on objective measures of performance tied to proper and significant goals for the organization. Align individual goals and objectives to be congruent with those of the organization. Practice open communications to remove the political value of information and to increase the overall understanding of the organization. Copyright © 2005 South-Western. All rights reserved.
Politics and Ethical ConsiderationsTesting the ethicality of actions and behaviors involves evaluating each strategy and tactic on its merits by: Turning the action inward: would it be ethical if the action were employed in working against you. Checking to see if the action is being used to attain organizational goals or to achieve a personal agenda and goals not sanctioned by the organization. Determining whether the action’s means and ends violate human rights or standards of justice. Copyright © 2005 South-Western. All rights reserved.
Managers and Management
PowerPoint Presentation by Charlie Cook
Module 4: Managing IS Organizations Topic 9. Managing the processes of organizational behavior.
Chapter 9 Understanding Work Teams
Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 12-1 Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge.
Influence, Empowerment, & Politics
Conflict, Power, and Politics
Power and Politics. A Definition of Power Power A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes. Dependency.
Influence, Power, and Politics (An Organizational Survival Kit)
According to Kurt Lewin “ The possibility of inducing forces of a certain magnitude on other persons”. Power is to be treated as a capacity that A.
Leadership and Influence Processes
Human Resource Management Lecture-37. Summary of Lecture-36.
Power, Politics, and Influence
Influence Tactics, Empowerment and Politics
12 Entrepreneurship Managing New Ventures for Growth.
Power and Politics Chapter 10
Chapter Seven Power, Politics, and Leadership
Chapter 6 Power and Influence Matakuliah: A Kepemimpinan Tahun: 2008 / 2009.
PowerPoint Presentation by Charlie Cook Organizational Behavior: Power, Politics, Conflict, and Stress Chapter 9 Copyright © 2003 South-Western/Thomson.
MGT 321: Organizational Behavior
© 2019 SlidePlayer.com Inc. All rights reserved.