Organizational Behavior and Management Sixth Edition lvanceyich Matteson
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved
CHAPTER 10 Organizational Power and poltics DISTINGUISH between the terms influence and power iDENTIFY five interpersonal power bases dESCribE three forms of structural power DISCUSS the concepts of powerlessness and empowerment .IDEntIFY the contingencies that influence subunit power EXPLAIN what is meant by the term illusion of power DESCRIBE Several frequently used influence tactics DISCUSS the criteria for determining ethical behavior .DEntIFY the considerations involved in using power effectively
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10 C H A P T E R Organizational Power and Politics ⚫DISTINGUISH between the terms influence and power. ⚫IDENTIFY five interpersonal power bases. ⚫DESCRIBE three forms of structural power. ⚫DISCUSS the concepts of powerlessness and empowerment. ⚫IDENTIFY the contingencies that influence subunit power. ⚫EXPLAIN what is meant by the term illusion of power. ⚫DESCRIBE several frequently used influence tactics. ⚫DISCUSS the criteria for determining ethical behavior. ⚫IDENTIFY the considerations involved in using power effectively
10-3 The Concept of Power POWER INFLUENCE o Relationship between two . Relationship between people two people The potential to influence. Induce someone to ● Capability to get someone behave in a certain way to do something The exercise of power o Symmetrical ● Power in action ° Equal power he boss o Obtaining power Asymmetrical Maintaining power .Unequal power g Using power Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10-3 ⚫ Relationship between two people ⚫ The potential to influence. ⚫ Capability to get someone to do something. ⚫ Symmetrical ⚫ Equal power ⚫ Asymmetrical ⚫ Unequal power The Concept of Power ⚫ Relationship between two people ⚫ Induce someone to behave in a certain way. ⚫ The exercise of power ⚫ Power in action ⚫ Obtaining power ⚫ Maintaining power ⚫ Using power POWER INFLUENCE
Sources or Bases of Power Legitimate power Employee's zone of Indifference Ability to influence due to High acceptability position held in an organization Position power or authority ORDERS Invested in a person's positon Accepted by subordinates Authority used vertically Low Acceptability Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10-4 Sources or Bases of Power Legitimate Power ⚫ Ability to influence due to position held in an organization ⚫ Position power or authority ⚫ Invested in a person’s position ⚫ Accepted by subordinates ⚫ Authority used vertically Employee’s Zone of Indifference Low Acceptability High Acceptability ORDERS
10-5 Sources or Bases of Power Reward power Expert Power o Ability to reward a Ability to influence by follower for compliance possessing special and o Used to back up valued expertise legitimate power o Personal characteristics Coercive power Referent power Ability to punish o Ability to influence due Followers may comp小y to charisma out offer Related to personality or behavioral style Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10-5 Sources or Bases of Power Reward Power ⚫ Ability to reward a follower for compliance ⚫ Used to back up legitimate power Coercive Power ⚫ Ability to punish ⚫ Followers may comply out of fear Expert Power ⚫ Ability to influence by possessing special and valued expertise ⚫ Personal characteristics Referent Power ⚫ Ability to influence due to charisma ⚫ Related to personality or behavioral style
10-6 Categories of Sources of Power Personal Expert and Referent Manager's Sources of Organizational Power Legitimate, Reward and coercive Megraw-Hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10-6 Categories of Sources of Power Manager’s Sources of Power Personal Expert and Referent Organizational Legitimate, Reward, and Coercive
10-7 Structural Power rEsults from the nature of the organizational social system ● Control mechanism by which an organization iS governed o Decision-making discretion allocated to various positions Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10-7 Structural Power ⚫Results from the nature of the organizational social system ⚫Control mechanism by which an organization is governed ⚫Decision-making discretion allocated to various positions
10-8 Forms of Structural Power ● esources Access to resources information and support ability to get cooperation in doing necessary work oDecision-Making power ● .Information power Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10-8 Forms of Structural Power ⚫Resources ⚫Access to resources, information, and support ⚫Ability to get cooperation in doing necessary work ⚫Decision-Making Power ⚫Information Power
10-9 Power and Powerlessness Organizational situations dictate the degree of power through Granting control over resources o Degree to which individuals can affect decision-making Access to relevant and important knowledge information Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10-9 Power and Powerlessness Organizational situations dictate the degree of power through: ⚫Granting control over resources ⚫Degree to which individuals can affect decision-making ⚫Access to relevant and important knowledge information
10-10 Empowerment: Creating a Culture of Contribution Empowerment a process of enhancing feelings of self efficacy through o Identifying conditions that foster powerlessness Removing such conditions by both formal and informal practices Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 10-10 Empowerment: Creating a “Culture of Contribution” Empowerment A process of enhancing feelings of self-efficacy through: ⚫ Identifying conditions that foster powerlessness ⚫ Removing such conditions by both formal and informal practices
