1. 4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 11 Power and Political Behavior

2. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Describe the concept of power  Identify forms and sources of power in organizations  Describe the role of ethics in using power  Identify symbols of power and powerlessness in organizations  Define organizational politics and understand the role of political skill and major influence tactics  Identify ways to manage political behavior in organizations 2

3. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Power  Ability to influence another person  Exerted by means of:  Influence: Affecting the thoughts, behavior, and feelings of another person  Authority: Right to influence another person  Zone of indifference: Range in which attempts to influence a person will be:  Perceived as legitimate  Acted on without a great deal of thought 3

4. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Interpersonal Forms of Power Reward power Coercive power Legitimate power Referent power Expert power 4

5. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table 11.1 - Guidelines for the Ethical Use of Power 5 SOURCE: G. A. Yuki, Leadership in Organizations, 1st ed., © 1981. Reprinted by permission of Pearson Education, Inc., Upper Saddle River, N.J.

6. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Criteria for Power-Related Behavior to be Considered Ethical  Utilitarian outcomes  Outcome of the behavior should be good for people inside and outside the organization  Individual rights  Respecting the rights of all individuals  Distributive justice  Treating all individuals with respect 6

7. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Positive versus Negative Power  Personal power: Used for personal gain  Negative face of power  Social power: Used to create motivation or to accomplish group goals  Positive face of power  Characteristics  Belief in the authority system  Preference for work and discipline  Altruism and belief in justice 7

8. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Kanter’s Symbols of Power  Ability to intercede for someone in trouble  Ability to get placements for favored employees  Exceeding budget limitations  Procuring above-average raises for employees  Getting items on the agenda at meetings  Access to early information  Having top managers seek out their opinion 8

9. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Kanter’s Symbols of Powerlessness 9 First-line supervisors Overly close supervision Inflexible adherence to the rules Tendency to do the job themselves Staff professionals Resist change Try to protect their turf Top executives Focus on budget cutting and punishing others Use dictatorial, top-down communication Managers Make external attributions for negative events

10. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Korda’s Power Symbols  Office furnishings  Convey messages about power  Time power  Using clocks and watches as power symbols  Standing by  Game in which people are obliged to keep their cell phones, pagers, and so forth with them at all times so executives can reach them 10

11. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Conditions Encouraging Political Activity 11 Unclear goals Autocratic decision making Ambiguous lines of authority Scarce resources Uncertainty

12. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Steps for the Effective Use of Influence Tactics  Develop and maintain open lines of communication in all directions  Treat the targets of influence attempts with basic respect  Understand that influence relationships are reciprocal  Direct influence attempts toward organizational goals 12

13. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dimensions of Political Skill 13 Social astuteness Interpersonal influence Networking ability Sincerity

14. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managing Political Behavior  Recognize the behavior  Use open communication  Clarify performance expectations  Use participative management  Encourage cooperation among work groups  Manage scarce resources well  Provide a supportive organizational climate 14

15. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Empowerment  Sharing power such that individuals learn to believe in their ability, include following dimensi ons  Meaning, competence, self-determination, and impact  Guidelines  Express confidence and set high performance expectations and meaningful goals  Create opportunities to participate in decision making  Remove bureaucratic constraints 15