组织行为学权力与政治

1、Chapter 12 Power & Politics12.1 Power power & leadership are closely intertwined, leaders use power as a means of attaining goals. Differences-1.goal compatibility between leaders & the led; 2.direction of influence; 3.research emphasis, style;tactics for gaining compliance 1.Definition The ability

2、to get others to do sth. They would not do out of their self-interest A capacity that A has to influence the behavior of B so that B does things he or she would not otherwise doimplication:1.a potential that neednt be actualized to be effective; 2.a dependency relationship; 3.B has discretion over h

3、is own behaviordependency:Bs relationship to A when A possesses sth. That B requires2.Base (sources) of Power 5 category classification scheme by French & RavenCoercive:being dependent on fear-the negative result due to applicationreward:compliance achieved based on the ability to distribute rewards

4、 that others views as valuable legitimate:the power received as a result of his position in the formal hierarchy of an organizationexpert:influence based on special skills or knowledgereferent:-possession by an individual of desirable resource or personal traits. Out of admiration3. The key to power

5、General postulate:the great Bs dependency on A,the great the power A has over Bdependency increases when the resource you control is important,scarce,& nonsubstitutableimportance:who can absorb an organizations uncertainty will be perceived as importantscarcity:a resource needs to be perceived as sc

6、arcenonsubstitutability: elasticity of power:the relative responsiveness of power to changes in available alternative4.Identify where the power isAt the department level:the proportion of top-level managers coming; representatives on cross-functional teams & committee; salary comparison at the same

7、level; comparison of the average size of offices for people; relative size growth,promotion rateAt the individual level: the ability to intercede favorably on behalf of someone in trouble; to get approval for extra expenditure; get agenda at major meetings,get fast access to top D-M. 5.Power tactics

8、 ways in which powerholder translate power basis into specific actionsReason:logical or rational presentation friendliness:use of flattery,creation of goodwill, acting humble,friendly prior to making a requestcoalition:getting others support to back up requesbargaining:negotiation through favors exc

9、hange assertiveness: use of a direct & forceful approach such as demanding compliance with requesthigher authority:gaining the support of highersanction:5.Power tacticsUsage from most to least popular Upward influence: R,C,F,B,A,H Downward influence: R, A, F, C, B, H,S uncovered 4 contingent variabl

10、es: the managers relative power,objectives for wanting to influence, expectation of the target persons willingness to comply, the organizational culture6.Power in group: CoalitionStrength in numbers.if its difficult,risky,costly or impossible to build a personal power base,efforts will be made to fo

11、rm a coalition by joining togethercoalition in organization often seek to maximize their size; more coalition will be created there being a great deal of task & resource interdependence; the more routine the task of a group,the great the likelihood of coalition formationChapter 12 Power & Politics12

12、.2 Politics:Power in Action key elements: attempt to use ones power bases outside ones specific job requirement; influence the distribution of advantages & disadvantages 1.DefinitionThose activities that are not required as part of ones formal role in the organization,but that influence,or attempt t

13、o influence,the distribution of advantages & disadvantages within the organizationlegitimate -:normal everyday politics such as complaint,bypassing,coalition,excessive adherenceillegitimate -:extreme political behavior that violates the implied rules of games-sabotage, symbolic protests,group callin

14、g in sick concurrentl2. The reality of politicsDifferent values,goals,& interests-potential for conflict over resources Scarce resources-turns potential into real conflict. One gains at the expense of others, competitionmost decisions are made in a climate of ambiguity politicking3.Factors contribut

15、ing to politicsIndividual factors: high self-monitors,internal locus of control, high Machiavellian; Individuals investment in the organization,perceived job alternatives, expectations of success organizational factors:reallocation of resources, promotion opportunities,low trust,role ambiguity, uncl

16、ear performance evaluation system, 0-sum reward practices,democratic D-M,high performance pressures,self-serving senior manager 4.Politicking improving your political effectiveness Frame arguments in terms of organization goalsdevelop the right imagegain control of organizational resourcesmake yours

17、elf appear indispensable-no substitutebe visibledevelop powerful alliesavoid “tainted” members-status is questionablesupport your boss5.Impression managementThe process by which individuals attempt to control the impression others form of themIM techniques: conformity-agree with others opinion to ga

18、in- excuses-explanations of a predicament event, apologies-admitting responsibility for undesirable event, acclaiming- explanations of favorable events, flattery-complimenting others about their virtues, favors-doing sth. Nice for someone, association-managing relevant information6.Defensive Behavio

19、r protection of self-interest as well as promotion Reaction & protective behaviors to avoid action,blame,or changeavoiding action: overconforming-rigid adherence to rules passing the buck-transfer duty to others playing dumb-falsely plead ignorance or inability depersonalization-ignore specific idiosyncrasies stretching & smoothing-prolong a task & cover up fluctuations in effort to make you appear busy stalling-supportive publicly while doing litt