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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E R 12 Power, politics and.

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Presentation on theme: "2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E R 12 Power, politics and."— Presentation transcript:

1 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E R 12 Power, politics and persuasion

2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2 Chapter learning objectives 1.Define power and counterpower. 2.Describe the five bases of power in organisations. 3.Explain how information relates to power in organisations. 4.Discuss the four contingencies of power. 5.Discuss the role of power in sexual harassment. 6.Explain how organisational power creates problems in romantic relationships at work. 7.Summarise the advantages and disadvantages of organisational politics. 8.Describe six types of political activity found in organisations. 9.Describe the conditions that encourage organisational politics. 10.Identify ways to control dysfunctional organisational politics. 11.Summarise the key features of persuasive communication.

3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 3 © Southland Times/(New Zealand) Politics of telecommuting Gary Withers, managing director of Drake International New Zealand, leads the Auckland-based consulting firm from his home in Queenstown. Withers says telecommuting keeps him away from office politics, but experts warn that telecommuters may become victims of office politics.

4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 4 The meaning of power Power is the capacity of a person, team or organisation to influence others the potential to influence others people have power they dont use and may not know they possess power requires one persons perception of dependence on another person © Southland Times/(New Zealand)

5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 5 Power and dependence PersonA Person Bs goals PersonB Person Bs counterpower over Person A Person As power over Person B

6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 6 Model of power in organisations Power over others Contingencies of power Sources Legitimate Reward Coercive Expert Referent

7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 7 The limits of legitimate power The Caine Mutiny illustrates the limits of legitimate power in organisations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny. © Reuters Archive Photos

8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 8 Sources of power Legitimate power Reward power Coercive power Expert power Referent power © Reuters Archive Photos

9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 9 Information and power Control over information flow based on legitimate power relates to formal communication network common in centralised structures (wheel pattern) Coping with uncertainty those who know how to cope with organisational uncertainties gain power prevention forecasting absorption

10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 10 Contingencies of power among pilots These pilots at Germany's Lufthansa Airlines won 30 per cent pay rises after staging two 24-hour strikes that grounded hundreds of flights and cost the airline more than US$23 million. Pilots are powerful because they have low substitutability (only other pilots can replace them) and high centrality. © AFP/CORBIS

11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 11 Increasingnon-substitutability Controllingtasks Controllingknowledge Differentiation Controllinglabour Increasing non-substitutability

12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 12 Contingencies of power Contingencies of power Power over others Sources of power Substitutability Centrality Discretion Visibility

13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 13 Commitment Consequences of power Reward power Legitimate power Coercivepower Expertpower Referentpower ResistanceCompliance Sources of power Consequences of power

14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 14 Sexual harassment and power Harasser stereotypes the victim as subservient and powerless Harasser threatens job security or safety through coercive or legitimate power Hostile work environment harassment continues when the victim lacks power to stop the behaviour

15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 15 Office romance and power Co-workers believe that employees in relationships abuse their power to favour each other Higher risk of sexual harassment claims after relationship breaks off

16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 16 Organisational politics Attempts to influence others using discretionary behaviours to promote personal objectives discretionary behaviours neither explicitly prescribed nor prohibited Politics may be good or bad for the organisation

17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 17 Types of organisationalpolitics Managingimpressions Attacking and blaming Creatingobligations Cultivatingnetworks Types of organisational politics Controllinginformation Forming coalitions

18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 18 Conditionssupportingorganisationalpolitics Scarceresources Complex and ambiguousdecisions Personalcharacteristics Tolerance of politics Conditions for organisational politics

19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 19 Controlling political behaviour Peer pressure against politics Remove political norms Free flowing information Manage change effectively Providesufficientresources Introduce clear rules Hirelow-politicsemployees Increaseopportunities for dialogue

20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 20 Audiencecharacteristics Self-esteem Self-esteem Inoculated InoculatedCommunicatorcharacteristics Expert Expert Credibility Credibility Attractive Attractive Messagecontent Present all sides Present all sides Few arguments Few arguments Emotional appeals Emotional appeals Inoculation effect Inoculation effect Communication medium Persuasive communication

21 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 21 Overview of the next chapter Distinguishing task-related and socioemotional conflict Advantages and disadvantages of conflict in organisations Six sources of organisational conflict Five interpersonal styles of conflict management Structural approaches to managing conflict Situational influences on negotiations Types of third-party dispute resolution

22 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E R 12 Power, politics and persuasion


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