组织行为学Power Politics.ppt

Chapter12Power Politics 12 1Powerpowertacticsforgainingcompliance 1 DefinitionTheabilitytogetotherstodosth Theywouldnotdooutoftheirself interest AcapacitythatAhastoinfluencethebehaviorofBsothatBdoesthingsheorshewouldnototherwisedoimplication 1 apotentialthatneedn tbeactualizedtobeeffective 2 adependencyrelationship 3 Bhasdiscretionoverhisownbehaviordependency B srelationshiptoAwhenApossessessth ThatBrequires 2 Base sources ofPower5categoryclassificationschemebyFrench Raven Coercive beingdependentonfear thenegativeresultduetoapplicationreward complianceachievedbasedontheabilitytodistributerewardsthatothersviewsasvaluablelegitimate thepowerreceivedasaresultofhispositionintheformalhierarchyofanorganizationexpert influencebasedonspecialskillsorknowledgereferent possessionbyanindividualofdesirableresourceorpersonaltraits Outofadmiration 3 Thekeytopower Generalpostulate thegreatB sdependencyonA thegreatthepowerAhasoverBdependencyincreaseswhentheresourceyoucontrolisimportant scarce nonsubstitutableimportance whocanabsorbanorganization suncertaintywillbeperceivedasimportantscarcity aresourceneedstobeperceivedasscarcenonsubstitutability elasticityofpower therelativeresponsivenessofpowertochangesinavailablealternative 4 Identifywherethepoweris Atthedepartmentlevel theproportionoftop levelmanagers coming representativesoncross functionalteamsgetagendaatmajormeetings getfastaccesstotopD M 5 Powertacticswaysinwhichpowerholdertranslatepowerbasisintospecificactions Reason logicalorrationalpresentationfriendliness useofflattery creationofgoodwill actinghumble friendlypriortomakingarequestcoalition gettingother ssupporttobackuprequesbargaining negotiationthroughfavorsexchangeassertiveness useofadirect forcefulapproachsuchasdemandingcompliancewithrequesthigherauthority gainingthesupportofhighersanction 5 Powertactics UsagefrommosttoleastpopularUpwardinfluence R C F B A HDownwardinfluence R A F C B H Suncovered4contingentvariables themanager srelativepower objectivesforwantingtoinfluence expectationofthetargetperson swillingnesstocomply theorganizationalculture 6 Poweringroup Coalition Strengthinnumbers ifit sdifficult risky costlyorimpossibletobuildapersonalpowerbase effortswillbemadetoformacoalitionbyjoiningtogethercoalitioninorganizationoftenseektomaximizetheirsize morecoalitionwillbecreatedtherebeingagreatdealoftaskthemoreroutinethetaskofagroup thegreatthelikelihoodofcoalitionformation Chapter12Power Politics 12 2Politics PowerinActionkeyelements attempttouseone spowerbasesoutsideone sspecificjobrequirement influencethedistributionofadvantages disadvantages 1 Definition Thoseactivitiesthatarenotrequiredaspartofone sformalroleintheorganization butthatinfluence orattempttoinfluence thedistributionofadvantages disadvantageswithintheorganizationlegitimate normaleverydaypoliticssuchascomplaint bypassing coalition excessiveadherenceillegitimate extremepoliticalbehaviorthatviolatestheimpliedrulesofgames sabotage symbolicprotests groupcallinginsickconcurrentl 2 Therealityofpolitics Differentvalues goals interests potentialforconflictoverresourcesScarceresources turnspotentialintorealconflict Onegainsattheexpenseofothers competitionmostdecisionsaremadeinaclimateofambiguitypoliticking 3 Factorscontributingtopolitics Individualfactors highself monitors internallocusofcontrol highMachiavellian Individual sinvestmentintheorganization perceivedjobalternatives expectationsofsuccessorganizationalfactors reallocationofresources promotionopportunities lowtrust roleambiguity unclearperformanceevaluationsystem 0 sumrewardpractices democraticD M highperformancepressures self servingseniormanager 4 Politickingimprovingyourpoliticaleffectiveness Frameargumentsintermsoforganizationgoalsdeveloptherightimagegaincontroloforganizationalresourcesmakeyourselfappearindispensable nosubstitutebevisibledeveloppowerfulalliesavoid tainted members statusisquestionablesupportyourboss 5 Impressionmanagement TheprocessbywhichindividualsattempttocontroltheimpressionothersformofthemIMtechniques conformity agreewithother sopiniontogain excuses explanationsofapredicamentevent apologies admittingresponsibilityforundesirableevent acclaiming explanationsoffavorableevents flattery complimentingothersabouttheirvirtues favors doingsth Niceforsomeone association managingrelevantinformation 6 DefensiveBehaviorprotectionofself interestaswellaspromotion Reaction protectivebehaviorstoavoidaction blame orchangeavoidingaction overconforming rigidadherencetorulespassingthebuck transferdutytoothersplayingdumb falselypleadignoranceorinabilitydepersonalization ignorespecificidiosyncrasiesstretching smoothing prolongatask coverupfluctuationsinefforttomakeyouappearbusystalling supportivepubliclywhiledoinglittle 6 DefensiveBehaviorpoliticalstrategy negativeeffectinlongrun avoidingblame buffing rigorousdocumentingactivitytoprojectanimageofcompetence playingsafe evadeunfavorablysituation justifying lessenyourresponsibility scapegoating placetheblameonexternalfactorsmisrepresenting manipulationofinformationescalationofcommitmentavoidingaction feelpersonallythreatenedbychange Resistingchange protectingturf defendingyourterritoryfromencroachment 7 Theethicsofbehavingpolitically Motivatedbyself interestvs Organizationalgoalsrespecttherightofotherpartiesconformstostandardsofequity justice Chap 14Organizationstructure 14 1DefinitionHowjobtasksareformallydivided grouped coordinated 1 WorkSpecialization labordivision Towhatdegreearetaskssubdividedintoseparatejobs Individualsspecializeindoingpartofanactivityratherthantheentireactivityprevalentbythelate1940s 1 efficientusageofemployee sskill lesstrainedreplaceskilled Efficienttraining 2 Employee sskillsatperformingataskssuccessfullyincreasethroughrepetition bythe1960s thehumandiseconomiesfromspecialization boredom fatigue stress lowproductivity poorquality increasedabsenteeism highturnover Enlargethescopeofactivities doingwhole completejob team 2 Departmentalization ThebasisbywhichjobsaregroupedtogetherGroupbyfunction Deepenspecializedknowledge Achieveefficienciesthoughspecialization High costintegration SlowlyresponsiveproductCluster MultidivisionalSys OrganizedaroundGeography territory scratteredprocessdepartmentalizationCustomerdepartmentalization 3 Chainofcommand Theunbrokenlineofauthoritythatextendsfromthetopoftheorganizationtothelowesteschelon clarifieswhoreportstowhomauthority therightinherentinmanagerialpositiontogiveorders expecttheorderstobeobeyedunityofcommand asubordinateshouldhaveonly1superiortowhomhe she isdirectlyresponsibleconflictingdemandsorprioritiesfromsuperiorslessrelevancetodaybecauseof empowering 4 SpanofControl Thenumberofsubordinatesamanagercanefficientlyoverlytightsupervisiondiscourage autonomyrecenteffortstoreducecost cutoverhead speedupD M getclosertocustomer empoweremployees 5 Centralization Decentralization ThedegreetowhichD Misconcentratedatasinglepointintheorganizationdecentralization decisiondiscretionispusheddowntolower levelemployeesactionscanbetakenmorequicklytosolveproblems morepeopleprovideinputintodecisions employeesarelesslikelytofeelalienatedfromthosewhomakethedecisionsthataffecttheirworklivesmarkedtrendtowarddecentralizingD M make moreflexible responsive 6 Formalization Thedegreetowhichjobswithintheorganizationarestandardizednegativelyrelatedtothejobincumbent sdiscretionoverhisjob Policy procedure rule professioncomplexity divisionoflabor verticallevels geographicallydispersed Chap 14Organizationstructure 14 2CommonOrganizationaldesignFormalstructure U type M type MatrixMultiplefoci ConflictDowCornning 1967 1976 1 Thesimplestructure Astructurecharacterizedbyalowdegreeofdepartmentalization widespanofcontrol authoritycentralizedinasingleperson littleformalizationlean flat 2or3verticallevels aloosebodyofemployees risky dependson1person 2 TheBureaucracy Astructurewithhighlyroutineoperatingtasksachievedthroughspecialization veryformalizedrulesobsessiveconcernwithfollowingtherules Thepeakofit spopularityobsolescentinthe1990s hindersemployeeinitiative themajorityoflargeorganizationstilltakeonit sbasiccharacteristics esp Specialization highformalization 3 TheMatrixStructure Astructurethatcreatesduallinesofauthority chainofcommand combinesfunctionalstressonindividuals Chap 14Organizationstructure 14 3NewDesignOptionsSincetheearly1980s helpfirmscompeteeffectively theadvancementofITBusinessProcessReengineering 1 Theteamstructure Theuseofteamsasthecentraldevicetocoordinateworkactivitiesbreaksdowndepartmentalbarriers requireemployeestobegeneralistsaswellasspecialistsinlargeorganization complementbureaucracy achievetheefficiencyofbureaucracy sstandardizationwhilegainingteam sflexibility 2 Thevirtualorganization Asmall coreorganizationthatoutsourcesmajorbusinessfunctionssmallexecutivegroupoverseeactivitiesdoneinhouse coordinatethenetworkofrelationshipswithoutsourcefirm highlycentralized withlittleornodepartmentalizationfocusoncorecompetency design marketing brandname incontrasttocontrolthroughownership advantage allowsomeonewithaninnovativeidea littlemoneytocompeteagainstlargecompanydrawback reducemanagement scontrolover 3 TheBoundarylessOrganization Anorganizationthatseekstoeliminatethechainofcommand havelimitlessspanofcontrol replacedepartmentswithempoweredteamsremovingvertical horizontalboundaries flattenthehierarchy status rankareminimized breakdownexternalboundaries barrierstoconstituencies barrierscreatedbygeography globalization strategicalliances custom organizationlinkage telecom Intra interorganizationalnetwork 4 TheFeminineOrganization Anorganizationcharacterizedbyhumanistictreatmentofindividuals nonopportunism careersdefinedthroughservicetoothers commitmenttoemployeegrowth creationofacaringcommunity powersharingnonopportunistic Relationshipsareseenaspossessingvalueinthemselves ratherthanameanwomenpreferedorganizationsthatemphasizedrelatedness connectingwithothersessentiallymanagedby forwoman MaryKayCosmetics Chap 14Organizationstructure 14 4Whydostructuresdiffer 1 Mechanisticvs OrganicModel MechanisticOrganichighspecializationcross functionalteamsrigiddepartmentalizationcross hierarchicalclearchainofcommandfreeflowofinformationnarrowspanofcontrolwidecentralizationdecentralizationhighformalizationlow 2 Strategy StructurefollowstrategyMission Strategy Assessenvironment Businessactivitiesinnovation emphasizestheintroductionofmajornewproducts services organiccost minimization emphasizestightcostcontrols avoidanceofunnecessaryinnovationormarketingexpenses price cutting mechanistic tightcontrolimitation seekstomoveintonewproductsornewmarketsonlyaftertheirviabilityhasalreadybeenproven organic mechanistic 3 Size Anorganization ssizesignificantlyaffectsitsstructurelargeorganizationstendtohavemorespecialization moredepartmentalization moreverticallevels morerules regulationsthandosmallorganizationsizeaffectsstructureatadecreasingrate 4 Technology Howanorganizationtransferitsinputsintooutputsdegreeofroutineness automatedbothcontrolmechanisms substituteonefortheotherroutinetechnologyleadtocentralization 5 Enviroment Thoseinstitutionsorforcesoutsidetheorganizationthatpotentiallyaffectitsperformance3dimensionsofenvironmentaluncertaintythemorescarce dynamic complextheenvironment themoreorganiccapacity thedegreetowhichitcansupportgrowth Abundantcapacityleaveroomfor tomakemistakesvolatility thedegreeofinstabilityinan Staticeasytopredictaccurately lowunpredictabilitycomplexity thedegreeofheterogeneity concentrationamong elementssimple Chap 14Organizationstructure 14 5Organizationdesigns Employeebehaviorhaveprofoundeffectsonitsmembers Nogeneralizationindividualdifference Specializationconducivetohighproductivityatthepriceofreducedjobsatisfactionthereisstillasegmentoftheworkforcepreferstheroutine repititivenessofhighlyspecializedjobnoevidencesupportsarelationbetweenspanofcontrol employeeperformancesomeoneprefersthesecurityofabossavailableatalltimemanager sjobsatisfactionincreasesasfairlystrongevidencelinkingcentralization jobsatisfaction thedecentralization satisfactionrelationshipisstrongestwithemployeeswithlowself esteem Chap 15Technology workdesign stress 14 1WorkStress 1 Definition Adynamicconditioninwhichanindividualisconfrontwithanopportunity constraint ordemandrelatedtowhathe she desires forwhichtheoutcomeisperceivedtobebothuncertain important necessary negativecontext positivevalue potentialgainconstraints forcesthatpreventindividualsfromdoingwhattheydesiredemands lossofsth desired 2 PotentialSourcesofStress 1 Environmentfactors Economicuncertainties downwardswingsleadtolayoffs reducedpay shorterworkweeksPoliticaluncertainties socialissues conflictofterritory ethnical groupinteresttechnologicaluncertainty technologicalinnovation deskill 2 PotentialSourcesofStress 2 Organizationalfactors Taskdemands designofone sjob autonomy variety automation workingcondition physica