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Ch13

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  • 1. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S WWW.PRENHALL.COM/ROBBINS T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
  • 2. OBJECTIVES AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1. Contrast leadership and power. 2. Define the four bases of power. LEARNING 3. Clarify what creates dependency in power relationships. 4. List seven power tactics and their contingencies. 5. Explain how sexual harassment is about the abuse of power. 6. Describe the importance of a political perspective. © 2003 Prentice Hall Inc. All rights reserved. 13–2
  • 3. O B J E C T I V E S (cont’d) AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1. List the individual and organizational factors that stimulate political behaviors. 2. Identify seven techniques for managing the impression one makes on others. 3. Explain how defensive behaviors can protect LEARNING an individual’s self-interest. 4. List the three questions that can help determine if a political action is ethical. © 2003 Prentice Hall Inc. All rights reserved. 13–3
  • 4. A Definition of Power B A © 2003 Prentice Hall Inc. All rights reserved. 13–4
  • 5. Contrasting Leadership and Power  Leadership  Power – Focuses on goal – Used as a means for achievement. achieving goals. – Requires goal – Requires follower compatibility with dependency. followers. – Used to gain lateral – Focuses influence and upward downward. influence.  Research Focus  Research Focus – Leadership styles – Power tactics for and relationships gaining compliance. with followers. © 2003 Prentice Hall Inc. All rights reserved. 13–5
  • 6. Bases of Power © 2003 Prentice Hall Inc. All rights reserved. 13–6
  • 7. Bases of Power © 2003 Prentice Hall Inc. All rights reserved. 13–7
  • 8. Personal Power © 2003 Prentice Hall Inc. All rights reserved. 13–8
  • 9. Personal Power © 2003 Prentice Hall Inc. All rights reserved. 13–9
  • 10. Dependency: The Key To Power  The General Dependency Postulate – The greater B’s dependency on A, the greater the power A has over B. – Possession/control of scarce organizational resources that others need makes a manager powerful. – Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power.  What Creates Dependency – Importance of the resource to the organization – Scarcity of the resource – Nonsubstitutability of the resource © 2003 Prentice Hall Inc. All rights reserved. 13–10
  • 11. Power Tactics Tactical Dimensions: • Reason • Friendliness • Coalition • Bargaining • Assertiveness • Higher authority • Sanctions © 2003 Prentice Hall Inc. All rights reserved. 13–11
  • 12. Use of Power Tactics: From Most to Least Popular EXHIBIT 13-2 © 2003 Prentice Hall Inc. All rights reserved. 13–12
  • 13. Power in Groups: Coalitions • Seek to maximize their size to attain influence. • Seek a broad and diverse constituency for support of their objectives. • Occur more frequently in organizations with high task and resource interdependencies. • Occur more frequently if tasks are standardized and routine. © 2003 Prentice Hall Inc. All rights reserved. 13–13
  • 14. Sexual Harassment: Unequal Power in the Workplace © 2003 Prentice Hall Inc. All rights reserved. 13–14
  • 15. Politics: Power in Action © 2003 Prentice Hall Inc. All rights reserved. 13–15
  • 16. Politics Is in the Eye of the Beholder EXHIBIT 13-3 © 2003 Prentice Hall Inc. All rights reserved. 13–16
  • 17. Factors That Influence Political Behaviors EXHIBIT 13-4 © 2003 Prentice Hall Inc. All rights reserved. 13–17
  • 18. Employee Responses to Organizational Politics EXHIBIT 13-5 © 2003 Prentice Hall Inc. All rights reserved. 13–18
  • 19. Defensive Avoiding Action: Behaviors • Overconforming • Buck passing • Playing dumb Avoiding Blame: • Stretching • Buffing • Stalling • Playing safe • Justifying • Scapegoating Avoiding Change: • Misrepresenting • Prevention • Self-protection EXHIBIT 13-6 © 2003 Prentice Hall Inc. All rights reserved. 13–19
  • 20. Impression Management (IM) IM Techniques: • Conformity • Excuses • Apologies • Self-Promotion • Flattery • Favors • Association © 2003 Prentice Hall Inc. All rights reserved. 13–20
  • 21. Is Political Action Ethical? Utilitarianism Rights Justice EXHIBIT 13-8 © 2003 Prentice Hall Inc. All rights reserved. 13–21

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