Power and politics
اسلاید 1: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 2: Organizational Behavior: Power and PoliticsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 3: The Meaning of Power Power is the capacity of a person, team, or organization to influence others.The potential to influence othersPeople have power they don’t use and may not know they possessPower requires one person’s perception of dependence on another person.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 4: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 5: Power and DependencePersonAPersonB’s GoalsPersonBPerson B’s counter power over Person APerson A’s power over Person BGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 6: Influence ability of the Target of PowerDependencyUncertaintyPersonalityIntelligenceGenderAgeCultureGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 7: Concept of PowerZone of Indifference - the range in which attempts to influence a person will be perceived as legitimate & will be acted on without a great deal of thoughtZone of IndifferenceZ o n e o f I n d i f f e r e n c eManagers strive to expand the zone of indifferenceGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 8: Sources of Power in OrganizationsPowerover OthersLegitimate PowerReward PowerCoercive PowerExpert PowerReferent PowerContingencies Of PowerSubstitutabilityScarcityCentralityImportanceVisibilityGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 9: Five Bases of PowerFormal PowerReward power: Promising or granting rewards.Coercive power: Threats or actual punishment.Legitimate power: Based on position or formal authority.Personal PowerExpert power: Sharing of knowledge or information.Referent power: Power of one’s personality (charisma).Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 10: LegitimateSources of PowerAgreement that people in certain roles can request certain behaviours of othersBased on job descriptions and mutual agreementLegitimate power range (zone of indifference) is higher:In high power distance culturesIn companies with particular organizational culturesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 11: LegitimateSources of PowerAbility to control the allocation of rewards valued by others and to remove negative sanctionsOperates upward as well as downwardRewardGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 12: LegitimateSources of PowerAbility to apply punishmentExists upward as well as downwardPeer pressure is a form of coercive powerRewardCoerciveGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 13: LegitimateSources of PowerThe capacity to influence others by possessing knowledge or skills that they valueMore employee expert power over companies in knowledge economyRewardCoerciveExpertGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 14: LegitimateSources of PowerOccurs when others identify with, like, or otherwise respect the personAssociated with charismatic leadershipRewardCoerciveExpertReferentGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 15: Consequences of PowerCommitmentReward PowerLegitimate PowerCoercivePowerExpertPowerReferentPowerResistanceComplianceSources of PowerConsequences of PowerHarry S Truman: Whenever you have an efficient government you have a dictatorship. Eugene McCarthy: The only thing that saves us from the bureaucracy is inefficiency. An efficient bureaucracy is the greatest threat to liberty. Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 16: Information and PowerControl over information flowBased on legitimate powerRelates to formal communication networkCommon in centralized structures (wheel pattern)Coping with uncertainty Those who know how to cope with organizational uncertainties gain powerPreventionForecastingAbsorptionGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 17: Sexual Harassment and PowerHarasser stereotypes the victim as subservient and powerlessHarasser threatens job security or safety through coercive or legitimate powerHostile work environment harassment continues when the victim lacks power to stop the behaviorGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 18: Nine Generic Influence TacticsRational persuasion. Trying to convince someone with reason, logic, or facts (Upward, Downward, Lareral).Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.Consultation. Getting others to participate in planning, making decisions, and changes.Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 19: Nine Generic Influence TacticsPersonal appeals. Referring to friendship and loyalty when making a request.Exchange. Making express or implied promises and trading favors.Coalition tactics. Getting others to support your effort to persuade someone.Pressure. Demanding compliance or using intimidation or threats.Legitimating tactics. Basing a request on one’s authority or right, organizational rules or polices, or express or implied support from superiorsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 20: Steve Jobs’ Reality Distortion FieldSteve Jobs, CEO of Apple Computer and Pixar Animation Studios, is famous for influencing people through his persuasiveness, which draws them into his “reality distortion field.”Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 21: Contingencies of Influence Tactics“Soft” tactics generally more acceptableAppropriate influence tactic depends on:Organizational position Influencer’s power baseCultural values and expectationsAge cohortGender differencesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 22: Consequences of Influence Tacticspeople oppose the behaviour desired by the influencermotivated by external sources (rewards) to implement requestidentify with and highly motivated to implement requestResistanceComplianceCommitmentGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 23: Skills and Best Practices: How to Turn Your Coworkers into Strategic AlliesMutual respect.Openness.Trust. Mutual benefit.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 24: The Evolution of Power in OrganizationDominationConsultationDelegationParticipationGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 25: Psychological Empowerment (Spreitzer and Mishra) MeaningfulnessCompetence or Self efficasyImpactSelf determiningTrust. Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 26: Organizational Politics “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.”Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 27: Political Tactics:Attacking or blaming others.Using information as a political toolCreating a favorable image.Developing a base of support.Praising others (ingratiation).Forming power coalitions with strong allies.Associating with influential people.Creating obligations (reciprocity). Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 28: WorldCom PoliticsFormer WorldCom CEO Bernard Ebbers (left), CFO Scott Sullivan (right), and other executives perpetrated one of the largest cases of accounting fraud in history by using assertiveness, information control, and other influence practices as political tactics to protect their financial interests.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 29: Manager’s Feelings About Workplace PoliticsStatementThe experience of workplace politics is common in most organizations.Successful executives must be good politicians.The higher you go in organizations, the more political the climate becomes.Powerful executives don’t act politically.You have to be political to get ahead in organizations.Top management should try to get rid of politics in organizations.Politics helps organizations function effectively.Organizations free of politics are happier than those where there is a lot of politics.Politics in organizations is detrimental to efficiency.% Agreeing93.289.076.215.769.848.642.159.155.1Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 30: Politics Is in the Eye of the Beholder“Political” Label “Effective Management” Label 1. Blaming others vs. Fixing responsibility2. “Kissing up” vs. Developing working relationships3. Apple polishing vs. Demonstrating loyalty 4. Passing the buck vs. Delegating authority 5. Covering your rear vs. Documenting decisions 6. Creating conflict vs. Encouraging change and innovation7. Forming coalitions vs. Facilitating teamwork 8. Whistle blowing 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. Perfectionist vs. Attentive to detail Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 31: Factors Contributing to Political BehaviorIndividual Factors Authoritarian (Machiavellianism) Self-MonitoringHigh-risk propensityInternal locus of controlHigh need for power, status, security, or autonomyOrganizational Factors CompetitionLevel in OrganizationLow trustRole ambiguity and CounternormsUnclear evaluation systemsZero-sum allocationsDemocratic decision makingHigh performance pressuresSelf-serving senior managersGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 32: Employee Responses to Organizational PoliticsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 33: Controlling Political BehaviorProvide Sufficient ResourcesIntroduce Clear RulesFree Flowing InformationManage Change EffectivelyRemove Political NormsHire Low-Politics EmployeesIncrease Opportunities for Dialogue Peer Pressure Against PoliticsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 34: Practical Tips for Managing Organizational PoliticsDon’t close your eyes to politics. Reduce System Uncertainty and Ambiguity.Reduce CompetitionBreak Existing Political FiefdomsPrevent Future FiefdomsChallenge political behaviors.Walk the talk.Recognize that others may interpret your behaviors as political, even if you really weren’t being political.Reduce your own and others’ vulnerability to political behaviors.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 35: Defensive BehaviorsAvoiding Action:Over conformingBuck passingPlaying dumbStretching and smoothingStallingAvoiding Blame:BuffingPlaying safeJustifyingScapegoatingMisrepresentingescalation of commitmentAvoiding Change:Prevention (resisting change)Self-protectionGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 36: Political Antics Top the “Most Unethical List”: Survey Results Gender discriminationin recruitment or hiringArrangements with vendorsleading to personal gainNonperformance factorsused in appraisalsGender discriminationin compensationNot maintainingconfidentialityUsing disciplineinconsistentlyGender discriminationin promotionSexualharassmentAllowing differences in paydue to friendshipsHiring, training, or promotingbased on favouritism05101520253035Situation(22.6)(23.1)(23.5)(25.8)(26.4)(26.9)(26.9)(28.4)(30.7)(30.7)PotentiallypoliticalbehavioursGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 37: Ethical Guidelines for Political Behavior Question 1Is the action motivated by self-serving interests whichexclude the goals of the organization?Question 2Does the politicalaction respectindividual rights?Question 3Is the politicalactivity fairand equitable?YesNoYesNoYesNoUnethicalUnethicalUnethicalEthicalGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 38: Impression ManagementImpression management: “The process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas.”Impression management is behavior that people direct toward others to create and maintain desired perceptions of themselves.The most prominent type of impression management behavior is self-presentation, which involves the manipulation of information about oneself.Self-presentation can be verbal or nonverbal or involve display of artifacts.There are at least eight types of verbal self-presentations. Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 39: IM Techniques or Verbal Self-Presentational BehaviorsVerbal Self- PresentationSelf-DescriptionsAssociationOpinionConformityExcuseApologiesAcclaimingFlatteryFavorsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 40: Poor Impression ManagementFour Motive of Poor ImpressionAvoidanceObtainExitPowerUnfavorable Upward Impression Management TacticsDecreasing PerformanceNot Working to PotentialWithdrawingDisplaying a Bad AttitudeBroadcasting LimitationsGholipour A. 2011. Organizational Behavior. University of Tehran.
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