1. Module 4: Managing IS Organizations Topic 9. Managing the processes of organizational behavior

2. Learning Objectives 1.Define four processes of organizational behavior power, empowerment, politic, leadership, and communication 2.Compare position and personal power 3.Describe the relationship among power, authority, and obedience 4.Recommend how position and personal power can be enhanced 5.Explain how to transform power into influence and how to implement empowerment 6.Explain why an organization has politics 7.Identify success factors for leading high-performance teams 8.Describe the communication process and its components and different types of noise 9.Compare effective and efficient communication 10.Recommend how to minimize noise in communication

3. Power The ability to get someone else to do something you want done The ability to make things happen or get things done the way you want to Two types of power: Position and Personal

4. Position Power Gained through one’s position in the organization Reward Power = the extent to which a manager can use extrinsic and intrinsic rewards to control other people Coercive power = the extent to which a manager can deny desired rewards or administer punishment to control other people. Legitimate power (formal authority) = the extent to which a manager can use the internalized values of a subordinate that the ‘boss’ has a ‘right of command’ to control other people.

5. Personal Power Gained through experience and expertise Expert Power = the ability to control another’s behavior due to the possession of knowledge, experience, or judgment that the other person does not have but needs. Referent Power = the ability to control another’s behavior because of the individual’s wanting to identify with the power source.

6. Power, Authority, and Obedience Power has an influence on the behavior of others Formal authority exert the influence through the legitimacy of a managerial position Obedience occurs when an individual responds to the request of a powerful person Do this, will you? Ok, Bos s

7. Enhancing Position Power Increase your central and critical position Increase the personal discretion and flexibility Build tasks that are difficult to evaluate into your job Increase the visibility of your job performance Increase the relevance of your tasks

8. Enhancing Personal Power Get access to knowledge and information Increase personal attractiveness Work harder

9. Transform Power into Influence Reason. Use facts and data to logically support your argument. Friendliness. Use flattery, goodwill, and favorable impressions. Coalition. Use relationships with other people for support. Bargaining. Use the exchange of benefits as a basis for negotiation. Assertiveness. Use a direct & forceful personal approach. Higher authority. Gain higher-level support for one’s requests. Sanctions. Use rewards and punishments

10. Empowerment the process by which managers help others acquire and use the power needed to make decisions affecting themselves and their work

11. To implement empowerment Delegate clear and unambiguous authority to lower levels Require integration and participation in planning at all levels Exercise strong communication skills

12. Politics the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through nonsanctioned means of influence

13. Use of politics to Overcome personnel inadequacies Cope with change Substitute for formal authority

14. Leadership Leadership attempts to promote adaptive change Traditional view: focuses on trait and behavior affecting leadership outcomes Contemporary view: emphasizes vision and change, as well as focuses on characteristics that can help facilitate the change.

15. Leading high-performance teams Encourage self-reinforcement Encourage self-observation/evaluation Encourage rehearsal Facilitate equipment supplies Communicates between groups Truthfulness

16. Communication Verbal and Nonverbal Key components –Sender (source): encodes a message –Receiver: decodes the message –Feedback: provides by the receiver –Noise: interferes with effective communication

17. Noise Physical distraction Semantic problems Cultural differences Absence of feedback Status effect

18. Effective and Efficient Communication Effective communication is communication in which the intended meaning of the source and the perceived meaning of the receiver are one and the same Efficient communication refers to communication at minimum cost in terms of resource expended

19. To achieve effective comm. Minimize noise Active listening Constructive feedback

20. Chapter 7 Organizing for Technology Key organizational issues for successful technology management Internal issues (management, technical areas, personnel, the organization itself) External issues (market interface, customer-supplier and producer-user relationship, external support for innovative activities, and accountability to shareholders)

21. Influences of the Organizational Issues Four areas influenced by the Internal issues (see Figure 7.1, p. 82) Management Technical aspects People Organization

22. Management Issues Champions of new technology Funding new technology

23. Technical Issues Piloting and prototyping Phrased introduction Operational experience Ancillary technologies and supporting processes

24. People Issues Communication and employee involvement Cross-functional teams Personnel selection for new technology Employee evaluation and remuneration Training

25. Organizational Issues Culture change Modifying the organizational structure New technology driving organizational change

26. Management Challenges Utilize power positively to achieve the organization’s goal Openmind, allow subordinates to speak up and listen to them Empower employees to make a decision Become familiar with organizational politics and use it to good advantage (not for a personal agenda) Facilitate change, be polite, inspire people, emphasize vision and change, stimulate and encourage intellectual contribution, and care about people Communicate efficiently and effectively Listen and provide constructive feedback