Fundamentals of organizational behavior 2e by dubrin ch11

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Fundamentals of organizational behavior 2e by dubrin ch11

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Power, Politics, and Influence Chapter 11 Fundamentals of Organizational Behavior 2e Andrew J DuBrin PowerPoint Presentation by Charlie Cook Learning Objectives Identify sources of power for individuals and subunits in organizations Describe the essence of empowerment Pinpoint factors contributing to organizational politics Identify and describe a variety of political and influence tactics Explain how managers can control dysfunctional politics Differentiate between the ethical and unethical use of power, politics, and influence A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–2 The Meaning of Power, Politics, and Influence Power  Is the potential or ability to influence decisions and control resources Organizational politics  Is the informal approaches to gaining power through means other than merit or luck Influence  Resembles power, but tends to be more subtle and indirect A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–3 Sources of Individual and Subunit Power Socialized Power  Is the use of power to achieve constructive ends Personalized Power  Is the use of power primarily for the sake of personal aggrandizement and gain A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–4 Sources of Individual and Subunit Power Power Granted by the Organization (Position Power)  Legitimate power is based on the manager’s formal position within the hierarchy of the firm  Power is enhanced by establishing polices and procedures that increase the scope of the position’s control  Coercive power is controlling others through the fear of punishment  To be effective, employees must fear the punishment  Reward power is controlling others through rewards or A J DuBrin, Fundamentals of Organizational the promise of rewards Behavior, Second Edition Copyright © 2002 by South-Western 11–5 Sources of Individual and Subunit Power Power Stemming from the Individual (Personal Power)  Expert power is the ability to influence others because of one’s specialized knowledge, skills, or abilities  Referent power is the ability to influence others that stems from one’s desirable traits and characteristics A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–6 Sources of Individual and Subunit Power Power from Providing Resources  Resource Dependence Perspective Subunits or individuals within an organization who control or provide the resources that the organization needs on a continuing basis can become quite powerful  Control of resources equals power for managers  A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–7 Empowerment of Group Members Empowerment  Is the process of sharing power with group members, thereby enhancing their feelings of self-efficacy  Strategic benefits of distributing power:  Improved productivity, quality, and satisfaction  Keys for the transition to effective empowerment: Sharing information  Providing more structure (training and support)  Gradually replacing traditional organizational structure  Allowing individuals and teams to determine how to achieve objectives A J DuBrin, Fundamentals of Organizational  Above all, trusting in employees to the right thing  Behavior, Second Edition Copyright © 2002 by South-Western 11–8 Stage Five Stages in the Process of Empowerment Stage Stage Stage Stage Conditions leading to a psychological state of powerlessness The use of managerial strategies and techniques To provide selfefficacy information to subordinates, using four resources Results in empowering experience of subordinate Leading to behavioral effects Organizational Organizational factors factors Supervision Supervision Participative Participative management management Enactive Enactive attainment attainment Goal Goalsetting setting Feedback Feedback system system Modeling Modeling Vicarious Vicarious experience experience Reward system Reward system Nature Natureofofjob job Contingent/ Contingent/ competencecompetencebased basedreward reward Job enrichment Job enrichment Verbal Verbal persuasion persuasion Emotional Emotional arousal arousal Strengthening Strengthening ofofeffort— effort— performance performance expectancy expectancyoror belief beliefinin personal personal efficacy efficacy Initiation/ Initiation/ persistence persistence of behavior of behavior totoaccomplish accomplish task taskobjectives objectives and Remove Remove conditions conditions listed listedunder under Stage Stage Jay A Conger and Rabindra N A J DuBrin, Fundamentals of OrganizationalSource: Kanungo, “The Empowerment Process: Integrating Theory and Practice,” Academy EXHIBIT Management Review (July 1988): Behavior, Second Edition Copyright © 2002ofp.475 by 11-1 South-Western 11–9 Signs of Empowerment and Disempowerment Empowered Employees  Take initiative in ambiguous situations  Identify opportunities in ambiguous situations  Apply critical thinking skills  Offer judgments about how decisions support shared purpose  Identify and act on opportunities to improve systems  Optimize resources by reducing expenses and finding opportunities invest in new resources A J.toDuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–10 Signs of Empowerment and Disempowerment Disempowered Employees  Wait for a designated authority to take charge  Address problem but fail to see opportunity  Accept decisions without questioning  Discuss but not able to apply information about shared purpose  Attempt consensus but yield to higher authority when failing at consensus  Focus on resource questions only when directed to so A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–11 Factors Contributing To and Examples of Political Behavior Organizations have a political nature due to:  Coalitions of interests competing for resources  A pyramidal power structure that concentrates power at the top of the organization  Downsizing and team structures limit upward mobility for ambitious managers with a strong need for power  Decentralization disperses power in the organization  Machiavellian manipulation of others A J DuBrin, Fundamentals of Organizational and the organization for personal gain by some managers Behavior, Second Edition Copyright © 2002 by South-Western 11–12 Effective Use of Organizational Politics Ethical Behaviors Develop power contacts Manage your impression Control vital information Keep informed Be courteous, pleasant, and positive Ask satisfied customer to contact your manager Avoid political blunders Use flattery sincerely Unethical Behaviors Engage in backstabbing Embrace-or-demolish Set a person up for failure Play territorial games (turf wars) A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–13 Organizational Influence Tactics Leading by example Assertiveness Rationality Ingratiation Exchange Inspirational appeal and emotional display Joking and kidding A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–14 The Control of Dysfunctional Politics and Ethical Considerations Excessive politics and influence tactics can harm an organization and its members Ways to control these activities:  Rely on objective measures of performance tied to proper and significant goals for the organization  Align individual goals and objectives to be congruent with those of the organization to increase commitment and performance  Practice open communications to remove the political value of information and to increase the overall understanding of A J DuBrin, Fundamentals of Organizational the organization Behavior, Second Edition Copyright © 2002 by South-Western 11–15 ... use of power primarily for the sake of personal aggrandizement and gain A J DuBrin, Fundamentals of Organizational Behavior, Second Edition Copyright © 2002 by South-Western 11–4 Sources of Individual... manipulation of others A J DuBrin, Fundamentals of Organizational and the organization for personal gain by some managers Behavior, Second Edition Copyright © 2002 by South-Western 11–12 Effective Use of. .. others through rewards or A J DuBrin, Fundamentals of Organizational the promise of rewards Behavior, Second Edition Copyright © 2002 by South-Western 11–5 Sources of Individual and Subunit Power

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Mục lục

  • Power, Politics, and Influence

  • Learning Objectives

  • The Meaning of Power, Politics, and Influence

  • Sources of Individual and Subunit Power

  • Slide 5

  • Slide 6

  • Slide 7

  • Empowerment of Group Members

  • Five Stages in the Process of Empowerment

  • Signs of Empowerment and Disempowerment

  • Slide 11

  • Factors Contributing To and Examples of Political Behavior

  • Effective Use of Organizational Politics

  • Organizational Influence Tactics

  • The Control of Dysfunctional Politics and Ethical Considerations

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