o r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n

ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook Summery Lecture No. 17 Communication

Revision Lecture No. 17  Communication  The transference and the understanding of meaning  Communication Functions 1.Control member behavior. 2.Foster motivation for what is to be done. 3.Provide a release for emotional expression. 4.Provide information needed to make decisions. Elements of the Communication Process  The sender, Encoding, The message, The channel  Decoding, The receiver, Noise, Feedback The Communication Process  Channel The medium selected by the sender through which the message travels to the receiver. © 2005 Prentice Hall Inc. All rights reserved.13–2

The Communication Process  Types of Channels –Formal Channels Are established by the organization and transmit messages that are related to the professional activities of members. –Informal Channels Used to transmit personal or social messages in the organization. These informal channels are spontaneous and emerge as a response to individual choices.  Interpersonal Communication (Oral Communication, Written Communication, Non Verbal Communication)  Computer-Aided Communication ( , Instant Messaging, Intranet, Extranet, Video Conferences) Knowledge Management © 2005 Prentice Hall Inc. All rights reserved.13–3

Barriers to Effective Communication  Filtering, Selective Perception, Information Overload, Emotion, Language, Communication Apprehension  Cross Cultural Communication  High-Context Cultures  Cultures that rely heavily on nonverbal and subtle situational cues to communication. © 2005 Prentice Hall Inc. All rights reserved.13–4

ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook Chapter 13 Power and Politics

© 2005 Prentice Hall Inc. All rights reserved.13–6 After studying this chapter, you should be able to: 1.Contrast leadership and power. 2.Define the seven bases of power. 3.Clarify what creates dependency in power relationships. 4.List nine influence tactics and their contingencies. 5.Explain how sexual harassment is about the abuse of power. 6.Describe the importance of a political perspective. L E A R N I N G O B J E C T I V E S

© 2005 Prentice Hall Inc. All rights reserved.13–7 After studying this chapter, you should be able to: 7.List the individual and organizational factors that stimulate political behaviors. 8.Identify seven techniques for managing the impression one makes on others. 9.Explain how defensive behaviors can protect an individual’s self-interest. 10.List the three questions that can help determine if a political action is ethical. L E A R N I N G O B J E C T I V E S (cont’d)

© 2005 Prentice Hall Inc. All rights reserved.13–8 A Definition of Power A B Power A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes. Dependency B’s relationship to A when A possesses something that B requires.

© 2005 Prentice Hall Inc. All rights reserved.13–9 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

© 2005 Prentice Hall Inc. All rights reserved.13–10 Bases of Power: Formal Power Coercive Power A power base dependent on fear. Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable Formal Power Is established by an individual’s position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information.

© 2005 Prentice Hall Inc. All rights reserved.13–11 Bases of Power: Formal Power (cont’d) Legitimate Power The power a person receives as a result of his or her position in the formal hierarchy of an organization. Information Power Power that comes from access to and control over information.

© 2005 Prentice Hall Inc. All rights reserved.13–12 Bases of Power: Personal Power Expert Power Influence based on special skills or knowledge. Referent Power Influence based on possession by an individual of desirable resources or personal traits. Charismatic Power An extension of referent power stemming from an individual’s personality and interpersonal style.

© 2005 Prentice Hall Inc. All rights reserved.13–13 Source: Drawing by Leo Cullum in The New Yorker, copyright ©1986 The New Yorker Magazine. Reprinted by permission. E X H I B I T 13–1

© 2005 Prentice Hall Inc. All rights reserved.13–14 Dependency: The Key To Power  The General Dependency Postulate –The greater B’s dependency on A, the greater the power A has over B. –Possession/control of scarce organizational resources that others need makes a manager powerful. –Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power.  What Creates Dependency –Importance of the resource to the organization –Scarcity of the resource –Nonsubstitutability of the resource

© 2005 Prentice Hall Inc. All rights reserved.13–15 Power Tactics Influence Tactics : Legitimacy Rational persuasion Inspirational appeals Consultation Exchange Personal appeals Ingratiation Pressure Coalitions Influence Tactics : Legitimacy Rational persuasion Inspirational appeals Consultation Exchange Personal appeals Ingratiation Pressure Coalitions Power Tactics Ways in which individuals translate power bases into specific actions.

© 2005 Prentice Hall Inc. All rights reserved.13–16 Preferred Power Tactics by Influence Direction E X H I B I T 13–2 Upward Influence Downward Influence Lateral Influence Rational persuasion Rational persuasion Rational persuasion Inspirational appeals Consultation Pressure Ingratiation Consultation Exchange Ingratiation Legitimacy Exchange Personal appeals Legitimacy Coalitions

Summary of the Taught Lecture No 18 © 2005 Prentice Hall Inc. All rights reserved.13–17 Power, A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes Dependency B’s relationship to A when A possesses something that B requires. 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

Contrasting Leadership and Power © 2005 Prentice Hall Inc. All rights reserved.13–18 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 Basis of Power Formal Power Is established by an individual’s position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information.

Basis of Power: Formal Power © 2005 Prentice Hall Inc. All rights reserved.13–19 Coercive Power A power base dependent on fear. Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable Legitimate Power The power a person receives as a result of his or her position in the formal hierarchy of an organization. Information Power Power that comes from access to and control over information.

Basis of Power © 2005 Prentice Hall Inc. All rights reserved.13–20 Expert Power Influence based on special skills or knowledge. Referent Power Influence based on possession by an individual of desirable resources or personal traits. Charismatic Power An extension of referent power stemming from an individual’s personality and interpersonal style.

Dependency: The Key To Power © 2005 Prentice Hall Inc. All rights reserved.13–21 The General Dependency Postulate The greater B’s dependency on A, the greater the power A has over B. Possession/control of scarce organizational resources that others need makes a manager powerful. Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power. What Creates Dependency Importance of the resource to the organization Scarcity of the resource Nonsubstitutability of the resource Power Tactics, Influence Tactics