Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 11 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Power and Political Behavior

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Concept of Power Power – Influence – Authority –

Concept of Power Zone of Indifference – Zone of Indifference Managers strive to ___________ the zone of indifference Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Sources of Organizational Power: Interpersonal _______________ – agent’s ability to control the rewards that the target wants _______________ – agent’s ability to cause an unpleasant experience for a target _______________ – agent and target agree that agent has influential rights, based on position and mutual agreement

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Sources of Organizational Power: Interpersonal Referent Power – Expert Power –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Which Power is Most Effective? ____________ Strong relationship to performance and satisfaction Transfers vital skills, abilities, and knowledge within the organization Employees internalize what they observe and learn from managers they consider “experts”

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Information Power Information Power –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Criteria for Using Power Ethically Does the behavior __________ a good outcome for people both inside and outside the organization? Does the behavior _________ the rights of all parties? Does the behavior __________all parties equitably and fairly?

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Two Faces of Power Personal Power Social Power

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Successful Power Users Have high need for ___________ power Approach relationships with a _________ ____________ Focus on ________ and ________ of others

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Sources of Organizational Power: Intergroup Control of ____________________ Control of ____________________ – activities that other groups need to complete their tasks

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Sources of Organizational Power: Intergroup –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Power Analysis: A Broader View Organizational Power

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Power Analysis: A Broader View Organizational Membership

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved _________ Etzioni’s Power Analysis Type of Membership Type of Power _________ SOURCE: Adapted from Amitai Etzioni, Modern Organizations (Upper Saddle River, N. J.: Prentice-Hall, 1964), Reprinted by permission of Pearson Education, Inc. Upper Saddle River, N.J. _________

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Kanter’s Symbols of Power

Kanter’s Symbols of Powerlessness Key to overcoming ___________________: share power and delegate decision making ____________________ overly close supervision inflexible adherence to rules do job rather than train ____________________ resistance to change turf protection __________________ budget cuts punishing behaviors top-down communications ________________ assign external attribution - blame others or environment Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Korda’s Power Symbols Power – Status –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Korda’s Power Symbols ________ ______________________ Size of desk Rectangular table Locked file cabinet ___________ Who has access to you? To whom do you have access?

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Political Behavior in Organizations Organizational Politics – Political Behavior –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Conditions Encouraging Political Activity

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Effective Political Characteristics What characteristics do effective political actors possess?

Influence Tactics ________________ Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Influence by Consultation This new attendance plan is controversial. How can we make it more acceptable? The person seeks your ____________in making a decision or planning how to implement a proposed strategy, policy, or change.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Influence by Rational Persuasion This new procedure will save us over $150,000. The person uses _________ _________ and _______ __________ to _________ you that a proposal or request is viable and likely to result in the attainment of task objectives.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Influence by Inspirational Appeals Getting that account will be tough, but I know you can do it. The person makes an ______________ or proposal that arouses ______________ by appealing to your _______________, or by increasing your ____________ that you can do it.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Influence by Ingratiation Only you can do this job right! The person seeks to get you in a _____ _____ or to think _____________ of him or her before _________ you to do something. Information on slides from the first two columns from G. Yuki and C. M. Falbe. “Influence Tactics and Objectives in Upward, Downward, and Lateral Influence Attempts.” Journal of Applied Psychology 75 (1990): Copyright © 1990 by the American Psychological Association. Reprinted with permission.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Managing Political Behavior

Managing Up: The Boss Understand Your Boss and Her Context  Assess Yourself and Your Needs  Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Develop and Maintain a Relationship that  Fits both your ______ and ________  Is characterized by _______ _______________  Keeps your boss ___________  Is _______ on dependability and honesty  Selectively uses your boss’s _______ and ____________ Managing Up: The Boss SOURCE: Information on slides adapted and reprinted by permission of Harvard Business Review. From J. J. Gabarro and J. P. Kotter, “Managing Your Boss,” Harvard Business Review (January-February 1980): Copyright© 1980 by the Harvard Business School Publishing Corporation; all rights reserved.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Sharing Power: Empowerment Empowerment:

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Empowerment’s Four Dimensions E 2s

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Guidelines for Empowering

Employee Empowerment Grid Implement Follow-up Alt. Choice Alt. Eval Alt. Dev Problem Id. Alt. EvalAlt. Dev Alt. Choice Implement Follow-up Decision-Making Authority over Job Content Decision-Making Authority over Job Context Amitai Etzioni, Modern Organizations, 1964, pp Englewood Cliffs: Prentice Hall. Copyright ©2006 by South- Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Finkelstein: Why Executives Fail See __________ and their __________ as ___________, without peers Have _______ the answers __________ those not _______% behind them _______ on what worked in the past No clear ___________ between ___________ interests and __________ interests

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Using Power Effectively Use power in __________ ways Understand and use all of the various types of _______ and _____________ Seek out jobs that allow you to develop your ________ ________ Use power tempered by _________ and ______________ Accept that ___________ people is an important part of the ___________________ job