OB11 chapter 1 3 power and politices

eleventh edition organizational behavior stephen p robbins Chapter 13 Power and Politics ORGANIZATIONAL BEHAVIOR S T E P H E N P R O B B I N S E L E V E N T H © 2005 Prentice Hall Inc All rights reserved E D I T I O N WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation by Charlie Cook OBJECTIVES LEARNING After studying this chapter, you should be able to: Contrast leadership and power Define the seven bases of power Clarify what creates dependency in power relationships List nine influence tactics and their contingencies Explain how sexual harassment is about the abuse of power Describe the importance of a political perspective © 2005 Prentice Hall Inc All rights reserved 13– O B J E C T I V E S (cont’d) LEARNING After studying this chapter, you should be able to: List the individual and organizational factors that stimulate political behaviors Identify seven techniques for managing the impression one makes on others 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 © 2005 Prentice Hall Inc All rights reserved 13–4 AA Definition Definition of of Power Power Power A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes A B Dependency B’s relationship to A when A possesses something that B requires © 2005 Prentice Hall Inc All rights reserved 13–5 Contrasting Contrasting Leadership Leadership and and Power Power  Leadership – Focuses on goal achievement – Requires goal compatibility with followers – Focuses influence downward  Research Focus – Leadership styles and relationships with followers © 2005 Prentice Hall Inc All rights reserved  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 13– Bases Bases of of Power: Power: Formal Formal Power Power Formal Power Is established by an individual’s position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information Coercive Power A power base dependent on fear Reward Power Compliance achieved based on the ability to distribute rewards thatPrentice others Hall viewInc as valuable © 2005 All rights reserved 13–7 Bases Bases of of Power: Power: Formal Formal Power Power (cont’d) (cont’d) Legitimate Power The power a person receives as a result of his or her position in the formal hierarchy of an organization Information Power Power that comes from access to and control over information © 2005 Prentice Hall Inc All rights reserved 13–8 Bases Bases of of Power: Power: Personal Personal Power Power Expert Power Influence based on special skills or knowledge Referent Power Influence based on possession by an individual of desirable resources or personal traits Charismatic Power An extension of referent power stemming from an personality ©individual’s 2005 Prentice Hall Inc and interpersonal style All rights reserved 13–9 © 2005 Prentice Hall Inc All rights reserved Source: Drawing by Leo Cullum in The New Yorker, copyright ©1986 The New Yorker Magazine Reprinted by permission 13– 10 E X H I B I T 13–1 E X H I B I T 13–1 Dependency: Dependency: The The Key Key To To Power 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 © 2005 Prentice Hall Inc All rights reserved 13– 11 Power Power Tactics Tactics Power Tactics Ways in which individuals translate power bases into specific actions Influence InfluenceTactics Tactics: : • • Legitimacy Legitimacy • • Rational Rationalpersuasion persuasion • • Inspirational Inspirationalappeals appeals • • Consultation Consultation • • Exchange Exchange • • Personal Personalappeals appeals • • Ingratiation Ingratiation • • Pressure Pressure © 2005 Prentice Hall Inc All rights reserved • • Coalitions Coalitions 13– 12 Preferred Preferred Power Power Tactics Tactics by by Influence Influence Direction Direction Upward Influence Downward Influence Lateral Influence Rational persuasion Rational persuasion Rational persuasion Inspirational appeals Consultation Pressure Ingratiation Consultation Exchange Ingratiation Legitimacy Exchange Personal appeals Legitimacy Coalitions © 2005 Prentice Hall Inc All rights reserved 13– 13 E X H I B I T 13–2 E X H I B I T 13–2 Factors Factors Influencing Influencing the the Choice Choice and and Effectiveness Effectiveness of of Power Power Tactics Tactics  Sequencing of tactics – Softer to harder tactics works best  Skillful use of a tactic – Experienced users are more successful  Relative power of the tactic user – Some tactics work better when applied downward  The type of request attaching to the tactic – Is the request legitimate? © 2005 Prentice Hall Inc All rights reserved  How the request is perceived – Is the request accepted as ethical?  The culture of the organization – Culture affects user’s choice of tactic  Country-specific cultural factors – Local values favor certain tactics over others 13– 14 Power Power in in Groups: Groups: Coalitions Coalitions Coalitions Clusters of individuals who temporarily come together to a achieve a specific purpose • • Seek Seekto tomaximize maximizetheir their size sizeto toattain attaininfluence influence • • Seek Seekaabroad broadand anddiverse diverse constituency constituencyfor forsupport support of oftheir theirobjectives objectives • • Occur Occurmore morefrequently frequentlyinin organizations organizationswith withhigh high task taskand andresource resource interdependencies interdependencies © 2005 Prentice Hall Inc All rights reserved • • Occur Occurmore morefrequently frequentlyifif tasks tasksare arestandardized standardized and androutine routine 13– 15 Sexual Sexual Harassment: Harassment: Unequal Unequal Power Power in in the the Workplace Workplace Sexual Harassment – Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature The U.S Supreme Court test for determining if sexual harassment has occurred: – whether comments or behavior in a work environment “would reasonably be perceived, and is perceived, as hostile or abusive.” © 2005 Prentice Hall Inc All rights reserved 13– 16 Politics: Politics: Power Power in in Action Action Political Behavior Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization Legitimate Political Behavior Normal everyday politics Illegitimate Political Behavior Extreme political behavior that violates the implied rules of the game © 2005 Prentice Hall Inc 13– All rights reserved 17 Politics Politics Is Is in in the the Eye Eye of of the the Beholder Beholder “Political” Label “Effective Management” Label Blaming others vs Fixing responsibility “Kissing up” vs Developing working relationships Apple polishing vs Demonstrating loyalty Passing the buck vs Delegating authority Covering your rear vs Documenting decisions Creating conflict vs Encouraging change and innovation Forming coalitions vs Facilitating teamwork Whistleblowing vs Improving efficiency Scheming vs Planning ahead 10 Overachieving vs Competent and capable 11 Ambitious vs Career-minded 12 Opportunistic vs Astute 13 Cunning vs Practical-minded 14 Arrogant vs Confident ©15 2005 Prentice Hall Inc Perfectionist vs All rights reserved Attentive to detail Source: Based on T C Krell, M E Mendenhall, and J Sendry, “Doing Research in the Conceptual Morass of Organizational Politics,” paper presented at the Western Academy of Management Conference, Hollywood, CA, April 1987 13– 18 E X H I B I T 13–3 E X H I B I T 13–3 Factors FactorsThat That Influence Influence Political Political Behaviors Behaviors © 2005 Prentice Hall Inc All rights reserved 13– 19 E X H I B I T 13–4 E X H I B I T 13–4 Employee EmployeeResponses Responsesto to Organizational OrganizationalPolitics Politics ©EEX2005 Prentice Hall Inc H I B I T 13–5 X H I B I T 13–5 All rights reserved 13– 20 Avoiding AvoidingAction Action: : Defensive Defensive Behaviors Behaviors • • Overconforming Overconforming • • Buck Buckpassing passing • • Playing Playingdumb dumb • • Stretching Stretching • • Stalling Stalling Avoiding AvoidingBlame Blame: : • • Buffing Buffing • • Playing Playingsafe safe • • Justifying Justifying • • Scapegoating Scapegoating • • Misrepresenting Misrepresenting Avoiding AvoidingChange Change: : • • Prevention Prevention • • Self-protection Self-protection © 2005 Prentice Hall Inc All rights reserved 13– 21 E X H I B I T 13–6 E X H I B I T 13–6 Impression Impression Management Management (IM) (IM) Impression Management The process by which individuals attempt to control the impression others form of them IM IMTechniques Techniques: : • • Conformity Conformity • • Excuses Excuses • • Apologies Apologies • • Self-Promotion Self-Promotion • • Flattery Flattery Source: Based on B R Schlenker, Impression Management (Monterey, CA: Brooks/Cole, 1980); W L Gardner and M J Martinko, “Impression Management in Organizations,” Journal of Management, June 1988, p 332; and R B Cialdini, “Indirect Tactics of Image Management Beyond Basking,” in R A Giacalone and P Rosenfeld (eds.), Impression Management in the Organization (Hillsdale, NJ: Lawrence Erlbaum Associates, 1989), pp 45– 71 ©EEX2005 Prentice Hall Inc H I B I T 13–6 X H I B I T 13–6 All rights reserved • • Favors Favors • • Association Association 13– 22 Is Is AA Political Political Action Action Ethical? Ethical? Utilitarianism Utilitarianism Rights Rights © 2005 Prentice Hall Inc All rights reserved Source: Adapted from G.F Cavanagh, D Moberg, and M Valasquez, “The Ethics of Organizational Politic,” Academy of Management Review, July 1981, p 368 Reprinted with permission Justice Justice 13– 23 E X H I B I T 13–8 E X H I B I T 13–8 [...]... Mendenhall, and J Sendry, “Doing Research in the Conceptual Morass of Organizational Politics,” paper presented at the Western Academy of Management Conference, Hollywood, CA, April 19 87 13 – 18 E X H I B I T 13 3 E X H I B I T 13 3 Factors FactorsThat That Influence Influence Political Political Behaviors Behaviors © 2005 Prentice Hall Inc All rights reserved 13 – 19 E X H I B I T 13 –4 E X H I B I T 13 –4 Employee... 2005 Prentice Hall Inc All rights reserved 13 – 13 E X H I B I T 13 –2 E X H I B I T 13 –2 Factors Factors Influencing Influencing the the Choice Choice and and Effectiveness Effectiveness of of Power Power Tactics Tactics  Sequencing of tactics – Softer to harder tactics works best  Skillful use of a tactic – Experienced users are more successful  Relative power of the tactic user – Some tactics work... Brooks/Cole, 19 80); W L Gardner and M J Martinko, “Impression Management in Organizations,” Journal of Management, June 19 88, p 33 2; and R B Cialdini, “Indirect Tactics of Image Management Beyond Basking,” in R A Giacalone and P Rosenfeld (eds.), Impression Management in the Organization (Hillsdale, NJ: Lawrence Erlbaum Associates, 19 89), pp 45– 71 ©EEX2005 Prentice Hall Inc H I B I T 13 –6 X H I B I T 13 –6... Association 13 – 22 Is Is AA Political Political Action Action Ethical? Ethical? Utilitarianism Utilitarianism Rights Rights © 2005 Prentice Hall Inc All rights reserved Source: Adapted from G.F Cavanagh, D Moberg, and M Valasquez, “The Ethics of Organizational Politic,” Academy of Management Review, July 19 81, p 36 8 Reprinted with permission Justice Justice 13 – 23 E X H I B I T 13 –8 E X H I B I T 13 –8 ... taskand andresource resource interdependencies interdependencies © 2005 Prentice Hall Inc All rights reserved • • Occur Occurmore morefrequently frequentlyifif tasks tasksare arestandardized standardized and androutine routine 13 – 15 Sexual Sexual Harassment: Harassment: Unequal Unequal Power Power in in the the Workplace Workplace Sexual Harassment – Unwelcome advances, requests for sexual favors, and. .. Documenting decisions 6 Creating conflict vs Encouraging change and innovation 7 Forming coalitions vs Facilitating teamwork 8 Whistleblowing vs Improving efficiency 9 Scheming vs Planning ahead 10 Overachieving vs Competent and capable 11 Ambitious vs Career-minded 12 Opportunistic vs Astute 13 Cunning vs Practical-minded 14 Arrogant vs Confident 15 2005 Prentice Hall Inc Perfectionist vs All rights reserved... – Importance of the resource to the organization – Scarcity of the resource – Nonsubstitutability of the resource © 2005 Prentice Hall Inc All rights reserved 13 – 11 Power Power Tactics Tactics Power Tactics Ways in which individuals translate power bases into specific actions Influence InfluenceTactics Tactics: : • • Legitimacy Legitimacy • • Rational Rationalpersuasion persuasion • • Inspirational... cultural factors – Local values favor certain tactics over others 13 – 14 Power Power in in Groups: Groups: Coalitions Coalitions Coalitions Clusters of individuals who temporarily come together to a achieve a specific purpose • • Seek Seekto tomaximize maximizetheir their size sizeto toattain attaininfluence influence • • Seek Seekaabroad broadand anddiverse diverse constituency constituencyfor forsupport... Scapegoating • • Misrepresenting Misrepresenting Avoiding AvoidingChange Change: : • • Prevention Prevention • • Self-protection Self-protection © 2005 Prentice Hall Inc All rights reserved 13 – 21 E X H I B I T 13 –6 E X H I B I T 13 –6 Impression Impression Management Management (IM) (IM) Impression Management The process by which individuals attempt to control the impression others form of them IM IMTechniques... reserved 13 – 19 E X H I B I T 13 –4 E X H I B I T 13 –4 Employee EmployeeResponses Responsesto to Organizational OrganizationalPolitics Politics ©EEX2005 Prentice Hall Inc H I B I T 13 –5 X H I B I T 13 –5 All rights reserved 13 – 20 Avoiding AvoidingAction Action: : Defensive Defensive Behaviors Behaviors • • Overconforming Overconforming • • Buck Buckpassing passing • • Playing Playingdumb dumb • • Stretching