1. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

2. © 2003 Prentice Hall Inc. All rights reserved.13–2 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1.Contrast leadership and power. 2.Define the four bases of power. 3.Clarify what creates dependency in power relationships. 4.List seven power tactics and their contingencies. 5.Explain how sexual harassment is about the abuse of power. 6.Describe the importance of a political perspective. L E A R N I N G O B J E C T I V E S

3. © 2003 Prentice Hall Inc. All rights reserved.13–3 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 7.List the individual and organizational factors that stimulate political behaviors. 8.Identify seven techniques for managing the impression one makes on others. 9.Explain how defensive behaviors can protect an individual’s self-interest. 10.List the three questions that can help determine if a political action is ethical. L E A R N I N G O B J E C T I V E S (cont’d)

4. © 2003 Prentice Hall Inc. All rights reserved.13–4 A Definition of Power A B

5. © 2003 Prentice Hall Inc. All rights reserved.13–5 Contrasting Leadership and Power  Leadership –Focuses on goal achievement. –Requires goal compatibility with followers. –Focuses influence downward.  Research Focus –Leadership styles and relationships with followers.  Power –Used as a means for achieving goals. –Requires follower dependency. –Used to gain lateral and upward influence.  Research Focus –Power tactics for gaining compliance.

6. © 2003 Prentice Hall Inc. All rights reserved.13–6 Bases of Power

7. © 2003 Prentice Hall Inc. All rights reserved.13–7 Bases of Power

8. © 2003 Prentice Hall Inc. All rights reserved.13–8 Personal Power

9. © 2003 Prentice Hall Inc. All rights reserved.13–9 Personal Power

10. © 2003 Prentice Hall Inc. All rights reserved.13–10 Dependency: The Key To Power  The General Dependency Postulate –The greater B’s dependency on A, the greater the power A has over B. –Possession/control of scarce organizational resources that others need makes a manager powerful. –Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power.  What Creates Dependency –Importance of the resource to the organization –Scarcity of the resource –Nonsubstitutability of the resource

11. © 2003 Prentice Hall Inc. All rights reserved.13–11 Power Tactics Tactical Dimensions : Reason Friendliness Coalition Bargaining Assertiveness Higher authority Sanctions Tactical Dimensions : Reason Friendliness Coalition Bargaining Assertiveness Higher authority Sanctions

12. © 2003 Prentice Hall Inc. All rights reserved.13–12 Use of Power Tactics: From Most to Least Popular E X H I B I T 13-2

13. © 2003 Prentice Hall Inc. All rights reserved.13–13 Power in Groups: Coalitions Seek to maximize their size to attain influence. Seek a broad and diverse constituency for support of their objectives. Occur more frequently in organizations with high task and resource interdependencies. Occur more frequently if tasks are standardized and routine. Seek to maximize their size to attain influence. Seek a broad and diverse constituency for support of their objectives. Occur more frequently in organizations with high task and resource interdependencies. Occur more frequently if tasks are standardized and routine.

14. © 2003 Prentice Hall Inc. All rights reserved.13–14 Sexual Harassment: Unequal Power in the Workplace

15. © 2003 Prentice Hall Inc. All rights reserved.13–15 Politics: Power in Action

16. © 2003 Prentice Hall Inc. All rights reserved.13–16 Politics Is in the Eye of the Beholder E X H I B I T 13-3

17. © 2003 Prentice Hall Inc. All rights reserved.13–17 Factors That Influence Political Behaviors E X H I B I T 13-4

18. © 2003 Prentice Hall Inc. All rights reserved.13–18 Employee Responses to Organizational Politics E X H I B I T 13-5

19. © 2003 Prentice Hall Inc. All rights reserved.13–19 Defensive Behaviors Avoiding Action : Overconforming Buck passing Playing dumb Stretching Stalling Avoiding Action : Overconforming Buck passing Playing dumb Stretching Stalling Avoiding Blame : Buffing Playing safe Justifying Scapegoating Misrepresenting Avoiding Blame : Buffing Playing safe Justifying Scapegoating Misrepresenting Avoiding Change : Prevention Self-protection Avoiding Change : Prevention Self-protection E X H I B I T 13-6

20. © 2003 Prentice Hall Inc. All rights reserved.13–20 Impression Management (IM) IM Techniques : Conformity Excuses Apologies Self-Promotion Flattery Favors Association IM Techniques : Conformity Excuses Apologies Self-Promotion Flattery Favors Association

21. © 2003 Prentice Hall Inc. All rights reserved.13–21 Is Political Action Ethical? E X H I B I T 13-8 UtilitarianismUtilitarianismRightsRightsJusticeJustice