Presentation on theme: "A Definition of Power Power"— Presentation transcript: 0 Power & Political Behavior Show
1 A
Definition of Power Power 2 Contrasting
Leadership and Power
3 PROS Managers can use power to control people and other resources so that they
cooperate and help to achieve an organization’s current goals. Managers can use power to engage in politics and influence the decision-making process to help promote new, more appropriate organizational goals. CONS Power and politics often have negative connotations because people associate them with attempts to use organizational resources for personal advantage and to achieve personal goals at the expense of other goals. 4 5 Bases of Power: Formal Power 6 Coercive Power A power base dependent on fear.
7 Coercive Power Many firms rely on the coercive power of team members to control co-worker behavior. For example, 44 percent of production employees at the CAMI
automobile plant in Ingersoll, Ontario, believe that team members use coercive power to improve co-worker performance. The coercive power of team members is also apparent at Eaton Corp.'s forge plant in South Bend, Indiana. "They say there are no bosses here," says an Eaton Corp. employee, but if you do something wrong, you find one pretty fast.
8 Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable. Reward power is derived from the person's
ability to control the allocation of rewards valued by others and to remove negative sanctions (i.e., negative reinforcement). 9 Reward Power Managers have formal authority that gives them power over the distribution of organizational rewards such as pay, promotions, time off, vacation schedules, and work assignments.
Employees also have reward power over their bosses through the use of 360-degree feedback systems. Employee feedback affects the supervisor's promotions and other rewards, so bosses tend to behave differently towards employees after 360-degree feedback is introduced. 10 Legitimate Power It is an agreement among
organizational members that people in certain roles can request certain behaviors of others. This perceived right partly comes from formal job descriptions as well as from informal rules of conduct. Executives have considerable legitimate power, but all employees also have this power based on company rules and government laws. For example, an organization might give employees the right to request customer files if this information is required for their job.
11 Legitimate Power It also depends on mutual agreement from those expected to abide by this authority. Your boss has a power to make you work overtime partly depends on your agreement to this power. Legitimate power is the person's authority to make discretionary decisions as long as followers accept this discretion.
12 Legitimate Power People in high power distance cultures (i.e., those who accept an unequal distribution of power) are more likely to comply with legitimate power than are people in low power distance cultures. Thus, an employee in Mexico (a high power distance culture) is more likely than someone in the US (a low
power distance culture) to accept an order, particularly when the person's right to give that order is uncertain. 13 Legitimate Power Legitimate power is also stronger in some organizations than in others. A 3M scientist might continue to work on a project after being told by superiors to stop working on it. This is
because the 3M culture supports an entrepreneurial spirit, which includes ignoring formal authority from time to time. More generally, employees are becoming less tolerant of legitimate power. They increasingly expect to be involved in decisions rather than be told what to do. "People won't tolerate the command-and-control mode," says Bank of Montreal CEO Tony Comper. Thus, the command style of leadership that often guided employee behavior in the past must be replaced
by other forms, particularly expert and referent power, which are described below. 14 Bases of Power: Personal Power 15 Expert Power It originates from within the person. It is an individual's or work unit's capacity to influence others by possessing knowledge or skills that they want. It is a result of expertise, skills and knowledge. For
instance, civilians working at Canada's Department of National Defence have acquired a lot of power because they know how to operate the bureaucracy. Military personnel are rotated around various Canadian Forces bases, so they depend on the civilians for their expertise as the corporate memory. 16 Expert Power Employees are
gaining expert power as our society moves from an industrial to a knowledge-based economy. Employers are more dependent on employees to achieve their corporate objectives. Job applicants can demand generous salaries and preferential working conditions because of their expert power.
17 Referent Power People have referent power when others identify with them, like them, or otherwise respect them. It is based on
identification with a person who has desirable resources or personal traits. It develops out of administration of another and a desire to be like that person. It is largely a function of the person's interpersonal skills and usually develops slowly. Referent power is usually associated with charismatic leadership. Charisma is often defined as a form of interpersonal attraction whereby followers develop a respect for and trust in the charismatic
individual. 18 Which bases of power are most important? 19 Sources of Position Power 20 Dependency: The Key To Power 21 Dependency: The Key To Power
22 Power Tactics Power Tactics 23 Influence Tactics Legitimacy:
24 Influence Tactics Exchange: 25 Factors Influencing the Choice and Effectiveness of Power Tactics
26 Influence Tactics Some tactics are usually more effective than others. 27
Influence Tactics Upward influence Rational persuasion 28 Power in Groups: Coalitions 29 Insert Figure 18.2 here 3
30 POLITICAL BEHAVIOR 31 Political Behavior (Cont.) 32 Political Behavior Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization. It is outside one’s specified job
requirement. It requires some attempt to use one’s power bases. It encompasses efforts to influence the goals, criteria, or processes used for decision making when we state that politics is concerned with ‘distribution of advantages and disadvantages within the organization’. 33
Political Behavior They are such as: 34 Political Behavior Legitimate Political Behavior Normal everyday politics Such as: Complaining to your
supervisor Bypassing the chain of command Obstructing organizational policies through inaction We see this type more than the other. Illegitimate Political Behavior Extreme political behavior that violates the implied rules of the game. Such as: Sabotage Groups of employees simultaneously calling sick It is risky. You can be fired.
35 Politics Is in the Eye of the Beholder
36 Factors That Influence Political Behaviors 37 Employee Responses to
Organizational Politics 38 Defensive Behaviors Avoiding Action: Avoiding Blame: Avoiding Change: 39 Is A Political Action
Ethical? 40 Summary Political behavior can be engaged in either to
proactively promote self-interest or to defensively protect self-interest (Arkin, 1981). Proactive behaviors include responses such as assertiveness, ingratiation, coalitions, upward appeals, and exchanges of benefits (Kipnis et al., 1980). Defensive behaviors include avoiding action, such as by playing dumb or passing the buck, avoiding blame, such as by justifying or scapegoating, and avoiding change, such as by protecting turf (Ashforth & Lee, 1990).
41 Summary Political behavior by an individual can generate outcomes such as more
favorable evaluations and job promotions (Ferris & Judge, 1991). Political behavior can be functional or dysfunctional. Functional political behavior enhances the achievement of organizational goals and does not harm the organization (George & Jones, 2002).
42 Summary An example of this is forming coalitions with managers who have similar
interests to lobby for an organization to pursue new strategies. Other functional political activities include obtaining tasks and responsibilities that provide greater control over resources (e.g., being assigned to the budgeting group) or seeking indirect control over resources through engaging in networking to build alliances, the focus of the strategic contingencies model of power.
43 Summary Alternatively, individuals seeking to acquire power may engage in activities that protect their own interests but do not help the organization or activities that are destructive to the organization. In fact, political behavior is often associated with the exploitation of legitimate systems of influence for individual rather than
organizational ends (Mintzberg, 1983). Some examples are withholding or filtering organizational information from others who need it to perform their jobs and building empires for the sake of empire building rather than to increase organizational effectiveness. 44 Summary Political behaviors generally promote an
individual's self-interest at the expense of other employees' interests and the organization's goals, effects of political behaviors are quite different for the politician as compared with effects for other individuals in the organization. Political behavior in organizations also has been consistently negatively associated with individual and company performance and positively associated with employee stress, job dissatisfaction and turnover (e.g., Bozeman et al.,1996).
45 Summary Models of organizational justice have been used to explain some of these negative effects (e.g., Ferris & Kacmar, 1992). When political behavior in organizations is rewarded, other employees perceive that the organization is not fair or just. For instance, employees usually expect that promotions, awards, and pay raises will be based on merit,
rather than political considerations, and become dissatisfied when this expectation is violated (Cropanzano et al., 1997). 46 Impression Management (IM) 47 Impression management (IM)
48 Impression management (IM) 49
Impression Management 50 Discussion about Impression
Management
51 Discussion about Impression Management What is a source of power that originates mostly from a person's formal position or informal role in an organization?Legitimate Power
Also called "positional power," this is the power individuals have from their role and status within an organization. Legitimate power usually involves formal authority delegated to the holder of the position.
Which of the following sources of power originates from the power holder's personal internal characteristics?What (5) sources are power derived from? Legitimate, Reward, Coercive, Expert, and Referent. * Legitimate, Reward, and Coercive = originate mostly from the power holder's formal position or informal role. * Expert & Referent = originate mainly from power holder's own characteristics.
Which of the following is the power base in which the person's power is based on ability to give punishments?Coercive power is the capacity to dispense punishments to those who do not comply with requests or demands. People exercise coercive power through reliance upon physical strength, verbal faculty, or the ability to grant or withhold emotional support or tangible resources from others.
Which of the following sources of power originates from the power holder's own characteristics quizlet?Expert and referent power originate mainly from the power holder's own characteristics.
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