Week 5 discussion

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Week 5 discussion

  1. 1. Human Relations in BusinessWeek 5 Discussion<br />
  2. 2. Chapter 13Power and Politics<br />Learning Objectives<br /><ul><li>Understand the meaning of power
  3. 3. Recognize the positive and negative aspects of power and influence
  4. 4. Recognize the sources of power
  5. 5. Understand and recognize influence tactics and impression management
  6. 6. Learn the definition of a social network and how to analyze your own network
  7. 7. Understand the antecedents and consequences of organizational politics
  8. 8. Understand how ethics affect power
  9. 9. Understand cross-cultural influences on power use</li></ul>© 2010 Jupiterimages Corporation<br />
  10. 10. Power<br />Power is the ability to influence the behavior of others to get what you want.<br />Source: http://www.flickr.com/photos/51035629850@N01/522131312<br />On November 27, 2007, Fortune named Steve Jobs the most powerful person in business.<br />
  11. 11. Positive and Negative Consequences of Power<br />Conformity refers to people’s tendencies to behave consistently with social norms.<br />
  12. 12. Milgram<br />This is an illustration of the setup of a Milgram experiment. The experimenter (E) convinces the subject ("Teacher" T) to give what are believed to be painful electric shocks to another subject, who is actually an actor ("Learner" L). Many subjects continued to give shocks despite pleas of mercy from the actors.<br />Photo Source: http://en.wikipedia.org/wiki/Image:Milgram_Experiment_v2.png<br />
  13. 13. Focal Line A B C<br />Asch<br />This is a sample item from the Asch study. Participants were asked one by one to say which of the lines on the right matched the line on the focal line on the left. While A is an exact match, many participants conformed when others unanimously chose B or C.<br />
  14. 14. 24 volunteers participated<br />18 randomly assigned role of prison guard<br />Remaining 6 were picked up by actual police officers and taken to a prison created in the basement of Stanford psychology building<br />Guards were instructed to keep order but received no training<br />Prisoners began to feel depressed and helpless<br />Guards began to be aggressive and abusive<br />Original experiment was scheduled to last 2 weeks – ended in 6 days<br />Zimbardo<br />
  15. 15. Discussion<br />Thinking about the Milgram and Zimbardo studies, do you think you would behave the same or differently in those situations? Explain.<br />
  16. 16. The Relationship Between Dependency and Power<br />Power<br />
  17. 17. Bases of Power<br />
  18. 18. Legitimate<br />Bases of Power: Barack Obama<br />Reward Power<br />Elected 44th US President<br />Coercive Power<br />Expert Power<br />Cabinet position appointments<br />Information Power<br />Military Commander-in-Chief<br />Referent Power<br />Briefed on national security issues<br />Source: http://en.wikipedia.org/wiki/President_barack_obama<br /> This file is licensed under Creative Commons Attribution 2.0 License.<br />Individuals differ on these as he received 52% of the popular vote<br />
  19. 19. OB Toolbox: Self-Assessment – Do You Have the Characteristics of a Powerful Influencer?<br />People who are considered to be skilled influencers share the following attributes:<br />How often do you engage in them? 0 = never 1= sometimes 2 = always<br />_____ present information that can be checked for accuracy<br />_____ provide a consistent message that does not change from situation to situation<br />_____ display authority and enthusiasm (often described as charisma)<br />_____ offer something in return for compliance<br />_____ act likable<br />_____ show empathy through listening<br />_____ show you are aware of circumstances, others, and yourself<br />_____ plan ahead <br />If you scored 0-6: You do not engage in much effective influencing behavior<br /> If you scored 7-12: You engage in some influencing behavior<br /> If you scored 13-16:You have a great deal of influence potential<br />
  20. 20. Responses to Influence Tactics<br />
  21. 21. The Most Commonly Used Influence Tactics<br />
  22. 22. Impression Management<br />Impression management includes how a person dresses, how they stand, and the way they behave at work.<br />© 2010 Jupiterimages Corporation<br />
  23. 23. Impression Management<br />
  24. 24. Direction of Influence<br />Effective peer influence occurs when individuals are not destructively competitive.<br />Upward influence is the ability to influence those in positions higher than yours.<br />Downward influence is the ability to influence those in positions lower than yours.<br />
  25. 25. Political Skill<br />Political skill refers to a person’s interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending on the situation, and inspire confidence and trust.<br />
  26. 26. Antecedents of Political Behavior<br />Individual<br /><ul><li>Political skill
  27. 27. Internal locus of control
  28. 28. Investment in the organization
  29. 29. Expectations of success</li></ul>Organizational<br /><ul><li>Scarcity of resources
  30. 30. Role ambiguity
  31. 31. Performance evaluations
  32. 32. Promotions
  33. 33. Democratic decision making</li></ul>Political behavior<br />
  34. 34. Social Networks<br />A social network is a map or the relationships between individuals. A social network analysis (SNA) is a systematic effort to examine the structure of social relationships in a group.<br />© 2010 Jupiterimages Corporation<br />
  35. 35. Network Ties and Key Network Roles<br />
  36. 36. Network Ties and Key Network Roles<br />Group 1<br />Group 2<br />Central connector<br />Boundary Spanner<br />Peripheral Specialist<br />
  37. 37. Strong and Weak Ties<br />
  38. 38. Building Your Own Network<br />© 2010 Jupiterimages Corporation<br />© 2010 Jupiterimages Corporation<br />Doing social things such as playing golf or tennis outside of work is one way to help build your social network.<br />
  39. 39. Power Around the Globe: Power Distance<br />Power distance refers to how concentrated power is and how hierarchical a given system might be.<br />
  40. 40. Chapter 14 Organizational Structure and Change<br />Learning Objectives<br /><ul><li>Define organizational structure
  41. 41. Identify the basic elements of structure
  42. 42. Explain the difference between mechanistic and organic structures and describe factors shaping an organization’s structure
  43. 43. Describe matrix, boundaryless, and learning organizations.
  44. 44. Understand how structure affect ethics
  45. 45. Understand cross-cultural influences on structure and change</li></ul>© 2010 Jupiterimages Corporation<br />
  46. 46. Building Blocks of Structure<br />
  47. 47.
  48. 48.
  49. 49. Written Rules<br />Formalization<br />Explicit Regulations<br />
  50. 50. Hierarchical Levels<br />
  51. 51. Source: http://commons.wikimedia.org/wiki/Image:Ikea_almhult.jpg<br />
  52. 52. Organizations using functional structures group jobs based on similarity in functions<br />Marketing<br />Management<br />Finance<br />Accounting<br />Human Resources<br />Information Technology<br />In organizations using divisional structures, departments represent the unique products, services, customers, or geographic locations the company is serving<br />Each unique product or service the company is producing will have its own department<br />
  53. 53.
  54. 54.
  55. 55. Product 1 Manager<br />Product 2 Manager<br />Product 3 Manager<br />
  56. 56. Disadvantages of the Matrix Organization<br />
  57. 57.
  58. 58.
  59. 59.
  60. 60. Owned and granted permission by Widmer Brothers Brewing Co.<br />
  61. 61.
  62. 62.
  63. 63. © 2010 Jupiterimages Corporation<br />Fear of failure! <br />
  64. 64.
  65. 65. What can organizations do before change occurs to prepare employees?<br />
  66. 66.
  67. 67. Refreezing and Making Change Part of the Culture<br />
  68. 68. <ul><li>How would you deal with employees who are resisting change because their habits are threatened? How would you deal with them if they are resisting because of a fear of failure?</li></li></ul><li>Chapter 15 Organizational Culture<br />Learning Objectives<br /><ul><li>Describe organizational culture and why it is important for an organization
  69. 69. Understand the dimensions that make up a company’s culture
  70. 70. Assess whether a culture is weak or strong
  71. 71. Understand factors that create culture
  72. 72. Understand how to change culture
  73. 73. Understand how organizational culture and ethics relate
  74. 74. Understand cross-cultural differences in organizational culture</li></ul>© 2010 Jupiterimages Corporation<br />
  75. 75. What is Organizational Culture? <br />
  76. 76.
  77. 77.
  78. 78.
  79. 79. Discussion<br /><ul><li>Share examples of artifacts you have noticed at different organizations. </li></li></ul><li>
  80. 80.
  81. 81. http://simple.wikipedia.org/wiki/Image:Bill_Gates_in_Poland_cropped.jpg <br />
  82. 82.
  83. 83. Team-oriented cultures are collaborative and emphasize cooperation among employees <br />© 2010 Jupiterimages Corporation<br />
  84. 84. © 2010 Jupiterimages Corporation<br />
  85. 85. STRENGTH OF CULTURE<br />Source: http://en.wikipedia.org/wiki/Image:Walt_disney_portrait.jpg<br />Walt Disney created a strong culture which survives today<br />
  86. 86.
  87. 87.
  88. 88. Creating and Maintaining Organizational Culture<br />Culture Maintenance<br />Culture Creation<br />Attraction-selection-attrition<br />Founder values and preferences<br />New employee onboarding<br />Organizational Culture<br />Early values, goals, assumptions<br />Leadership<br />Industry demands<br />Reward systems<br />
  89. 89. <ul><li>The social activism of Ben </li></ul> and Jerry’s was instilled in the company because founders strongly believed in these issues <br /><ul><li>Social activism helped distinguish Ben and Jerry’s from larger corporate brands
  90. 90. The values were retained as part of the corporate culture and taught to new members as the right way to do business </li></ul>Source: http://commons.wikimedia.org/wiki/Image:BenJerry-UnitedSquare.jpg<br />
  91. 91.
  92. 92.
  93. 93.
  94. 94. Rewards Influence Culture<br />
  95. 95. Mission Statement<br />Signs of Culture<br />Rituals<br />Stories<br />Physical Layout<br />Rules & Policies<br />
  96. 96. Tradition is important at Mary Kay CosmeticsPink Cadillacs are given to top sales performers at large annual events.<br />Source: http://en.wikipedia.org/wiki/Image:MK_Cadillacs.jpg<br />
  97. 97. Discussion<br />Do you think it is a good idea for companies to emphasize person-organization fit when hiring new employees? What advantages and disadvantages do you see when hiring people who fit with company values? <br />

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