1. 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

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

3. 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

4. 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

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

6. 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”

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

8. 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?

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

10. 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

11. 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

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

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

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

15. 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), 59-61. Reprinted by permission of Pearson Education, Inc. Upper Saddle River, N.J. _________

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

17. 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

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

19. 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?

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

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

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

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

24. 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.

25. 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.

26. 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.

27. 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 23-27 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): 132-140. Copyright © 1990 by the American Psychological Association. Reprinted with permission.

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

29. 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

30. 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 29-30 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): 92-100. Copyright© 1980 by the Harvard Business School Publishing Corporation; all rights reserved.

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

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

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

34. 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.... 59-61. Englewood Cliffs: Prentice Hall. Copyright ©2006 by South- Western, a division of Thomson Learning. All rights reserved

35. 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

36. 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