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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 1212Power, Power, politics and politics and persuasionpersuasion
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22
Chapter learning objectivesChapter learning objectives
1. Define power and counterpower.
2. Describe the five bases of power in organisations.
3. Explain how information relates to power in organisations.
4. Discuss the four contingencies of power.
5. Discuss the role of power in sexual harassment.
6. Explain how organisational power creates problems in romantic relationships at work.
7. Summarise the advantages and disadvantages of organisational politics.
8. Describe six types of political activity found in organisations.
9. Describe the conditions that encourage organisational politics.
10. Identify ways to control dysfunctional organisational politics.
11. Summarise the key features of persuasive communication.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 33
© Southland Times/(New Zealand)
Politics of telecommutingPolitics of telecommuting
Gary Withers, managing director of Drake International New Zealand, leads the Auckland-based consulting firm from his home in Queenstown. Withers says telecommuting keeps him away from office politics, but experts warn that telecommuters may become victims of office politics.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44
The meaning of power The meaning of power
Power is the capacity of a person, team or organisation to influence others
the potential to influence others
people have power they don’t use and may not know they possess
power requires one person’s perception of dependence on another person
© Southland Times/(New Zealand)
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55
Power and dependencePower and dependence
PersonPersonAA
PersonB’s goals
PersonPersonBB
Person B’s Person B’s counterpower counterpower over Person Aover Person A
Person A’s Person A’s power over power over Person BPerson B
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 66
Model of power in organisationsModel of power in organisations
PowerPowerover othersover others
Contingenciesof power
SourcesSourcesof powerof power
Legitimate
Reward
Coercive
Expert
Referent
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 77
The limits of legitimate powerThe limits of legitimate power
The Caine Mutiny illustrates the limits of legitimate power in organisations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny.
© Reuters Archive Photos
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 88
Sources of powerSources of power
Legitimate powerLegitimate power
Reward powerReward power
Coercive powerCoercive power
Expert powerExpert power
Referent powerReferent power
© Reuters Archive Photos
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 99
Information and powerInformation and power
Control over information flow based on legitimate power relates to formal communication network common in centralised structures (wheel
pattern)
Coping with uncertainty those who know how to cope with
organisational uncertainties gain power› prevention› forecasting› absorption
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1010
Contingencies of power among pilotsContingencies of power among pilots
These pilots at Germany's Lufthansa Airlines won 30 per cent pay rises after staging two 24-hour strikes that grounded hundreds of flights and cost the airline more than US$23 million. Pilots are powerful because they have low substitutability (only other pilots can replace them) and high centrality.
© AFP/CORBIS
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1111
IncreasingIncreasingnon-substitutabilitynon-substitutability
ControllingControllingtaskstasks
ControllingControllingknowledgeknowledge
DifferentiationDifferentiation
ControllingControllinglabourlabour
Increasing non-substitutabilityIncreasing non-substitutability
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1212
Contingencies of powerContingencies of power
Contingenciesof power
PowerPowerover othersover others
SourcesSourcesof powerof power
Substitutability
Centrality
Discretion
Visibility
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1313
CommitmentCommitment
Consequences of powerConsequences of power
RewardRewardpowerpower
Legitimate Legitimate powerpower
CoerciveCoercivepowerpower
ExpertExpertpowerpower
ReferentReferentpowerpower
ResistanceResistance
Compliance
Sources of power
Consequences of power
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1414
Sexual harassment and powerSexual harassment and power
Harasser stereotypes the victim as subservient and powerless
Harasser threatens job security or safety through coercive or legitimate power
Hostile work environment harassment continues when the victim lacks power to stop the behaviour
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1515
Office romance and powerOffice romance and power
Co-workers believe that employees in relationships abuse their power to favour each other
Higher risk of sexual harassment claims after relationship breaks off
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1616
Organisational politicsOrganisational politics
Attempts to influence others using discretionary behaviours to promote personal objectivesdiscretionary behaviours neither explicitly prescribed nor prohibited
Politics may be good or bad for the organisation
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1717
Types ofTypes oforganisationalorganisational
politicspolitics
ManagingManagingimpressionsimpressions
Attacking andAttacking andblamingblaming
CreatingCreatingobligationsobligations
CultivatingCultivatingnetworksnetworks
Types of organisational politicsTypes of organisational politics
ControllingControllinginformationinformation
FormingFormingcoalitionscoalitions
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1818
ConditionsConditionssupportingsupporting
organisational organisational politicspolitics
ScarceScarceresourcesresources
Complex andComplex andambiguousambiguousdecisionsdecisions
PersonalPersonalcharacteristicscharacteristics
Tolerance ofTolerance ofpoliticspolitics
Conditions for organisational politicsConditions for organisational politics
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919
Controlling political behaviourControlling political behaviour
Peer pressurePeer pressureagainst politicsagainst politics
RemoveRemovepolitical normspolitical norms
Free flowingFree flowinginformationinformation
Manage changeManage changeeffectivelyeffectively
ProvideProvidesufficientsufficientresourcesresources
IntroduceIntroduceclear rulesclear rules
HireHirelow-politicslow-politicsemployeesemployees
IncreaseIncreaseopportunitiesopportunitiesfor dialoguefor dialogue
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2020
AudienceAudiencecharacteristicscharacteristics
• • Self-esteemSelf-esteem• • InoculatedInoculated
CommunicatorCommunicatorcharacteristicscharacteristics
• • ExpertExpert• • CredibilityCredibility• • AttractiveAttractive
MessageMessagecontentcontent
• • Present all sidesPresent all sides• • Few argumentsFew arguments• • Emotional appealsEmotional appeals• • Inoculation effectInoculation effect
Communication mediumCommunication medium
Persuasive communicationPersuasive communication
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2121
Overview of the next chapterOverview of the next chapter
Distinguishing task-related and socioemotional conflict
Advantages and disadvantages of conflict in organisations
Six sources of organisational conflict
Five interpersonal styles of conflict management
Structural approaches to managing conflict
Situational influences on negotiations
Types of third-party dispute resolution
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 1212Power, Power, politics and politics and persuasionpersuasion