1. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Chapter 10 The Effect of Power, Politics, and Collective Bargaining on Organizational Climate

2. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Introduction POWER –The capacity to act or the strength and potency to accomplish something AUTHORITY –The right to command

3. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Understanding Power Feared, worshipped, or mistrusted Misunderstood Adult views often influenced by family dynamics Familial power experience greatly affect ability to deal with power when adult

4. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Gender and Power Dominance versus submission Personal qualities versus accomplishment Personal or physical attributes versus skill Female characteristics now viewed as strengths Glass ceilings –Once created barrier, now welcomed

5. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Power and Powerlessness Feelings of powerlessness can create ineffective, petty, dictatorial and rule-minded management. Oppressive leaders, punitive and rigid, withhold information. As gain power, less coercive and rule bound Negative: dominance versus submission Positive: exert influence on behalf of versus over

6. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Types of Power Reward power –Grant favors or rewards with whatever they value –Develop loyalty and devotion toward the leader Coercive power –Fear of punishment –Threats of transfer, layoff, demotion, or dismissal –Shuns or ignore, berates or belittles

7. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Types of Power (cont.) Legitimate power –Position power –Gained by title or official position in the organization –Create feelings of obligation or responsibility Expert power –Gained through knowledge, expertise, experience –Limited to specialized area

8. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Types of Power (cont.) Referent power –Others identify with that leader or what the leader symbolizes –One gives another feelings of acceptance or approval. –May be based on charisma, actions, organizations, people he or she associates with –Gained through association with others

9. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Types of Power (cont.) Charismatic power –Similar to referent power –More personal type Informational power –Have information someone else wants or need to accomplish goals

10. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Sources of Power TypeSource RewardAbility to grant favors CoerciveFear LegitimatePosition ExpertKnowledge and skill ReferentAssociation with others CharismaticPersonal InformationalThe need for information

11. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Question Authority can also be referred to as: –A. Reward power –B. Referent power –C. Coercive power –D. Legitimate power

12. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Answer D. Legitimate power Rationale: Legitimate power is position power. Authority is also called legitimate power. It is the power gained by a title or official position within an organization.

13. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins The Authority–Power Gap

14. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Bridging the Authority–Power Gap Make genuine effort to know and care about each unique individual Provide enough information A manager must be credible. Future promising –Never guarantee future rewards if no control over situation Underpromise

15. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Empowering Subordinates Communicate vision Complex process Delegate assignments to provide learning opportunities Allow employees to share in satisfaction of achievement Subordinates believe they have some input and control over the environment

16. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Reflective Thinking How might cultural diversity be a challenge when empowering nurses? How are authority positions viewed in other cultures?

17. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Question Organizational chaos may develop if there is a wide authority–power gap. –A. True –B. False

18. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Answer A. True Rationale: If every order is questioned because the employees do not feel the individual giving the orders has the authority to do so, then organizational chaos may develop. This results in little productivity because every order is questioned.

19. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Personal Power-Building Strategies Leaders and managers must build personal power base. Maintain personal energy –Take care of self –Let go of what you cannot control Present a powerful picture to others –Take time for self-care –Stand tall, poise, assertive, articulate, well groomed

20. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Personal Power-Building Strategies (cont.) Pay the entry fee –Do more, work hard, contribute to the organization –Attend meetings, committee work, share of shifts Determine the powerful in the organization –Be cognizant of limitations –Seek counsel appropriately –Know names of formal and informal power

21. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Personal Power-Building Strategies (cont.) Learn the language and symbols of the organization –Must understand culture and value system –Avoid embarrassment Learn how to use the organization’s priorities –Be cognizant of organizational goals –Use those priorities and goals to meet management needs

22. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Personal Power-Building Strategies (cont.) Increase professional skills and knowledge –Increase to expert level –Excellence reflects knowledge and demonstrates skill. Maintain a broad vision –Always look upward and outward –How does the individual unit fit in the organization –How does the organization fit in the community

23. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Personal Power-Building Strategies (cont.) Use experts and seek counsel –Seek out role models –Observe and imitate positive role models –Demonstrate willingness to be team players Be flexible –Develop reputation willing to compromise –Uncompromising viewed as insensitive to the organization

24. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Personal Power-Building Strategies (cont.) Develop visibility and a voice in the organization –Become active in committees –Do not monopolize committee time –Develop observational, listening, and verbal skills Learn to toot your own horn –Accept compliments –Let others know when special professional recognition has been achieved –Reflect self-respect not bragging

25. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Personal Power-Building Strategies (cont.) Maintain a sense of humor –Appropriate humor very effective –Most important—ability to laugh at self Empower others –Empowering each other, gain referent power –Share knowledge, maintain cohesiveness, value profession, support each other

26. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Leadership Strategies: Developing Power and Political Savvy Power-Building Strategies Political Strategies Maintain personal energyDevelop information acquisition skills Present a powerful personCommunicate astutely Pay the entry feeBecome proactive Determine the powerfulAssume authority Learn the organizational culture Network Use organizational prioritiesExpand personal resources Increase skills and knowledge Maintain maneuverability

27. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Leadership Strategies: Developing Power and Political Savvy (cont.) Power-Building StrategiesPolitical Strategies Have a broad visionRemain sensitive to people, timing, and situations Use experts and seek counsel Be flexiblePromote subordinates’ identities Be visible and have a voiceMeet organizational needs Toot your own hornExpand personal wellness Maintain a sense of humor Empower others

28. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Question Which of the following would not be effective to build power? –A. Have a broad vision –B. Maintain a sense of humor –C. Maintain current knowledge level –D. Be flexible

29. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Answer C. Maintain current knowledge level Rationale: Increasing professional skills and knowledge is important to augment a person’s power base. It also enables the nurse to maintain maneuverability within the job market.

30. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins The Politics of Power Politics: the art of using legitimate power wisely Requires clear decision making, assertiveness, accountability, willingness to express one’s own views Proactive rather than reactive Learn to read the environment Must be able to function effectively within the environment Must deal effectively with the institution’s inherent politics

31. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins The Politics of Power (cont.) Political strategies –Become an expert handler of information and communication Become artful in acquiring information and questioning others Delay decisions until adequate and accurate information is gathered Lying destroys trust Never underestimate the power of trust

32. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins The Politics of Power (cont.) Political strategies (cont.) –Be a proactive decision maker Get the job done better, faster, more efficiently Prepare for the future Assume authority See a need and start to meet it Will be held accountable

33. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins The Politics of Power (cont.) Political strategies (cont.) –Expand personal resources Prepare for the future Economic stability, higher education, broadened skill base Avoid limited options Have political freedom of maneuverability

34. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins The Politics of Power (cont.) Political strategies (cont.) –Develop political alliances and coalitions Network with others, especially outside organization Keep up with current happenings Local and state nursing associations Group power can be very useful.

35. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins The Politics of Power (cont.) Political strategies (cont.) –Be sensitive to timing Recognize the best time to make a request Recognize the best time to say and do nothing Learn when to stop making request –Promote subordinate identification Call attention to extra efforts in front of others Rewarding excellence

36. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins The Politics of Power (cont.) Political strategies (cont.) –View personal and unit goals in terms of the organization Use activities to meet organizational goals Look at the larger picture Take the problem and the proposed solution to the supervisor –“Leave your ego at home in a jar” Avoid taking personally Be prepared to make errors

37. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Collective Bargaining Activities that occur between organized labor and management that concern employee relations Impact organization and affect organizational climate Unions influence wages, personnel, and staffing decisions. Need to view as positive and work together cooperatively Many view these forces with resentment and hostility.

38. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Nursing Unionization in America Collective bargaining slow to enter health care Membership increases during high employment and prosperity. Membership decreases during economic recessions and layoffs. Demand for nurses tied to national economy

39. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Collective Bargaining and the ANA Dual role –Represent interests of the nation’s RNs through constituent member nurses associations, organizational affiliates, and workforce advocacy affiliate –NLRB recognizes ANA as a collective bargaining agent. Conflict of interest Recent splitting away of state associations from parent ANA organization

40. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Motivation to Join or Reject Unions Reasons why nurses join unions –To increase the power of the individual –To increase their input into organizational decision making –To eliminate discrimination and favoritism –Because of a social need to be accepted –Because they are required to do so as part of employment –Because they believe it will improve patient outcomes and quality of care

41. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Motivation to Join or Reject Unions (cont.) Reasons why nurses do not want to join unions –A belief that unions promote the welfare state and oppose the American system of free enterprise –A need to demonstrate individualism and promote social status –A belief that professionals should not unionize –An identification with the management’s viewpoint –Fear of employer reprisal –Fear of lost income associated with a strike or walkout

42. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Managers’ Role During Union Organizing 1.Know and care about your employees 2.Establish fair and well-communicated personnel policies 3.Use an effective upward and downward system of communication 4.Ensure that all managers are well trained and effective 5.Establish a well-developed formal procedure for handling employee grievances 6.Have a competitive compensation program of wages and benefits

43. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Managers’ Role During Union Organizing (cont.) 7.Have an effective performance appraisal system in place 8.Use a fair and well-communicated system for promotions and transfers 9.Use organizational actions to indicate that job security is based on job performance, adherence to rules and regulations, and availability of work 10.Have an administrative policy on unionization

44. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Effective Labor–Management Relations Acceptance –Management accepts union with reluctance and suspicion. –Believe they must continually guard against union encroachment Accommodation –Full acceptance of union –Mutual respect –Establish mutual goals

45. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Question The American Nurses Association is seen to have a dual role in collective bargaining that to some presents a conflict of interest. –A. True –B. False

46. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Answer A. True Rationale: Many state constituent member associations of the ANA are recognized by the NLRB to be a collective bargaining agent.