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Chapter 13

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212 views

Chapter 13

this is it

Uploaded by

Lorenz De Lemios Nalica
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 22

Organizational

Behavior

Chapter 13 15th Ed
Robbins and Judge

Power and Politics

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 13-1


Chapter 13 Learning Objectives

After studying this chapter you should be able to:


1. Define power and contrast leadership and power.

2. Contrast the five bases of power.

3. Explain the role of dependence in power relationships.

4. Identify nine power or influence tactics and their contingencies.

5. Show the connection between sexual harassment and the abuse of power.

6. Identify the causes and consequences of political behavior.

7. Apply impression management techniques.

8. Determine whether a political action is ethical.

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 13-2


Define power and contrast
LO 1 leadership and power

 Power refers to a capacity that A has to influence


the behavior of B, so that B acts in accordance
with A’s wishes.
 Power may exist but not be used.

 Probably the most important aspect of power is


that it is a function of dependency.
 A person can have power over you only if he or
she controls something you desire.
13-3
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Define power and contrast
LO 1 leadership and power

 Contrasting Leadership and Power


 Leaders use power as a means of attaining
group goals.
 Leaders achieve goals, and power is a means
of facilitating their achievement.

13-4
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Define power and contrast
LO 1 leadership and power

 Differences between Leadership and Power:


 Goal compatibility
 Power does not require goal compatibility,
merely dependence.
 The direction of influence
 Leadership focuses on the downward
influence on one’s followers.

13-5
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
LO 2 Contrast the five bases of power

 Coercive Power

 Reward Power

 Legitimate Power

 Expert Power

 Referent Power

13-6
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
LO 2 Contrast the five bases of power

 Which Bases of Power Are Most Effective?


 Personal sources are most effective.
 Both expert and referent power are positively
related to employees’ satisfaction with
supervision, their organizational commitment,
and their performance, whereas reward and
legitimate power seem to be unrelated to
these outcomes.
 Coercive power usually backfires.

13-7
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Explain the role of dependence
LO 3 in power relationships

 The General Dependency Postulate


 When you possess anything that others
require but that you alone control, you make
them dependent upon you and, therefore, you
gain power over them.
 Dependency, then, is inversely proportional to
the alternative sources of supply.

13-8
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Explain the role of dependence
LO 3 in power relationships

 What Creates Dependency?


 Importance
 Scarcity
 Nonsubstitutability

13-9
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Identify nine power or influence tactics
LO 4 and their contingencies

 Legitimacy  Personal Appeals


 Rational  Ingratiaing
Persuasion  Pressure
 Inspirational Needs  Coalitions
 Consultation
 Exchange

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 13-10


Identify nine power or influence tactics
LO 4 and their contingencies

 Some tactics are more effective than others.


 Rational persuasion, inspirational appeals,
and consultation are most effective when the
audience is highly interested in the outcomes.
 Pressure tends to backfire.
 Both ingratiation and legitimacy can lessen the
negative reactions from appearing to “dictate”
outcomes.

13-11
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Identify nine power or influence tactics
LO 4 and their contingencies

13-12
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Identify the causes and
LO 6 consequences of political behavior

 Definition of politics-Those activities that are not


required as part of one’s formal role in the
organization, but that influence the distribution of
advantages within the organization.
 It is outside one’s specified job requirements.
 It encompasses efforts to influence decision-
making goals, criteria, or processes.
 It includes such behaviors as withholding
information, whistle blowing, spreading rumors,
leaking confidential information.
13-13
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Identify the causes and
LO 6 consequences of political behavior

13-14
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Identify the causes and
LO 6 consequences of political behavior

13-15
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Identify the causes and
LO 6 consequences of political behavior

13-16
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Identify the causes and
LO 6 consequences of political behavior

13-17
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Identify the causes and
LO 6 consequences of political behavior

13-18
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Summary and Implications for Managers

 If you want to get things done in a group or an


organization, it helps to have power. Here are
several suggestions for how to deal with power in
your own work life:
 As a manager who wants to maximize your power,
you will want to increase others’ dependence on
you.

13-19
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Summary and Implications for Managers

 Few employees relish being powerless in their job


and organization.
 Try to avoid putting others in a position where they
feel they have no power.
 People respond differently to the various power
bases.

13-20
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Summary and Implications for Managers

 An effective manager accepts the political nature of


organizations.
 By assessing behavior in a political framework, you
can better predict the actions of others and use that
information to formulate political strategies that will
gain advantages for you and your work unit.

13-21
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.

Copyright © 2013 Pearson Education, Inc.


publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 13-22

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