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Week 5 discussion
 

Week 5 discussion

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    Week 5 discussion Week 5 discussion Presentation Transcript

    • Human Relations in BusinessWeek 5 Discussion
    • Chapter 13Power and Politics
      Learning Objectives
      • Understand the meaning of power
      • Recognize the positive and negative aspects of power and influence
      • Recognize the sources of power
      • Understand and recognize influence tactics and impression management
      • Learn the definition of a social network and how to analyze your own network
      • Understand the antecedents and consequences of organizational politics
      • Understand how ethics affect power
      • Understand cross-cultural influences on power use
      © 2010 Jupiterimages Corporation
    • Power
      Power is the ability to influence the behavior of others to get what you want.
      Source: http://www.flickr.com/photos/51035629850@N01/522131312
      On November 27, 2007, Fortune named Steve Jobs the most powerful person in business.
    • Positive and Negative Consequences of Power
      Conformity refers to people’s tendencies to behave consistently with social norms.
    • Milgram
      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.
      Photo Source: http://en.wikipedia.org/wiki/Image:Milgram_Experiment_v2.png
    • Focal Line A B C
      Asch
      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.
    • 24 volunteers participated
      18 randomly assigned role of prison guard
      Remaining 6 were picked up by actual police officers and taken to a prison created in the basement of Stanford psychology building
      Guards were instructed to keep order but received no training
      Prisoners began to feel depressed and helpless
      Guards began to be aggressive and abusive
      Original experiment was scheduled to last 2 weeks – ended in 6 days
      Zimbardo
    • Discussion
      Thinking about the Milgram and Zimbardo studies, do you think you would behave the same or differently in those situations? Explain.
    • The Relationship Between Dependency and Power
      Power
    • Bases of Power
    • Legitimate
      Bases of Power: Barack Obama
      Reward Power
      Elected 44th US President
      Coercive Power
      Expert Power
      Cabinet position appointments
      Information Power
      Military Commander-in-Chief
      Referent Power
      Briefed on national security issues
      Source: http://en.wikipedia.org/wiki/President_barack_obama
      This file is licensed under Creative Commons Attribution 2.0 License.
      Individuals differ on these as he received 52% of the popular vote
    • OB Toolbox: Self-Assessment – Do You Have the Characteristics of a Powerful Influencer?
      People who are considered to be skilled influencers share the following attributes:
      How often do you engage in them? 0 = never 1= sometimes 2 = always
      _____ present information that can be checked for accuracy
      _____ provide a consistent message that does not change from situation to situation
      _____ display authority and enthusiasm (often described as charisma)
      _____ offer something in return for compliance
      _____ act likable
      _____ show empathy through listening
      _____ show you are aware of circumstances, others, and yourself
      _____ plan ahead
      If you scored 0-6: You do not engage in much effective influencing behavior
      If you scored 7-12: You engage in some influencing behavior
      If you scored 13-16:You have a great deal of influence potential
    • Responses to Influence Tactics
    • The Most Commonly Used Influence Tactics
    • Impression Management
      Impression management includes how a person dresses, how they stand, and the way they behave at work.
      © 2010 Jupiterimages Corporation
    • Impression Management
    • Direction of Influence
      Effective peer influence occurs when individuals are not destructively competitive.
      Upward influence is the ability to influence those in positions higher than yours.
      Downward influence is the ability to influence those in positions lower than yours.
    • Political Skill
      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.
    • Antecedents of Political Behavior
      Individual
      • Political skill
      • Internal locus of control
      • Investment in the organization
      • Expectations of success
      Organizational
      • Scarcity of resources
      • Role ambiguity
      • Performance evaluations
      • Promotions
      • Democratic decision making
      Political behavior
    • Social Networks
      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.
      © 2010 Jupiterimages Corporation
    • Network Ties and Key Network Roles
    • Network Ties and Key Network Roles
      Group 1
      Group 2
      Central connector
      Boundary Spanner
      Peripheral Specialist
    • Strong and Weak Ties
    • Building Your Own Network
      © 2010 Jupiterimages Corporation
      © 2010 Jupiterimages Corporation
      Doing social things such as playing golf or tennis outside of work is one way to help build your social network.
    • Power Around the Globe: Power Distance
      Power distance refers to how concentrated power is and how hierarchical a given system might be.
    • Chapter 14 Organizational Structure and Change
      Learning Objectives
      • Define organizational structure
      • Identify the basic elements of structure
      • Explain the difference between mechanistic and organic structures and describe factors shaping an organization’s structure
      • Describe matrix, boundaryless, and learning organizations.
      • Understand how structure affect ethics
      • Understand cross-cultural influences on structure and change
      © 2010 Jupiterimages Corporation
    • Building Blocks of Structure
    • Written Rules
      Formalization
      Explicit Regulations
    • Hierarchical Levels
    • Source: http://commons.wikimedia.org/wiki/Image:Ikea_almhult.jpg
    • Organizations using functional structures group jobs based on similarity in functions
      Marketing
      Management
      Finance
      Accounting
      Human Resources
      Information Technology
      In organizations using divisional structures, departments represent the unique products, services, customers, or geographic locations the company is serving
      Each unique product or service the company is producing will have its own department
    • Product 1 Manager
      Product 2 Manager
      Product 3 Manager
    • Disadvantages of the Matrix Organization
    • Owned and granted permission by Widmer Brothers Brewing Co.
    • © 2010 Jupiterimages Corporation
      Fear of failure!
    • What can organizations do before change occurs to prepare employees?
    • Refreezing and Making Change Part of the Culture
      • 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?
    • Chapter 15 Organizational Culture
      Learning Objectives
      • Describe organizational culture and why it is important for an organization
      • Understand the dimensions that make up a company’s culture
      • Assess whether a culture is weak or strong
      • Understand factors that create culture
      • Understand how to change culture
      • Understand how organizational culture and ethics relate
      • Understand cross-cultural differences in organizational culture
      © 2010 Jupiterimages Corporation
    • What is Organizational Culture?
    • Discussion
      • Share examples of artifacts you have noticed at different organizations.
    • http://simple.wikipedia.org/wiki/Image:Bill_Gates_in_Poland_cropped.jpg
    • Team-oriented cultures are collaborative and emphasize cooperation among employees
      © 2010 Jupiterimages Corporation
    • © 2010 Jupiterimages Corporation
    • STRENGTH OF CULTURE
      Source: http://en.wikipedia.org/wiki/Image:Walt_disney_portrait.jpg
      Walt Disney created a strong culture which survives today
    • Creating and Maintaining Organizational Culture
      Culture Maintenance
      Culture Creation
      Attraction-selection-attrition
      Founder values and preferences
      New employee onboarding
      Organizational Culture
      Early values, goals, assumptions
      Leadership
      Industry demands
      Reward systems
      • The social activism of Ben
      and Jerry’s was instilled in the company because founders strongly believed in these issues
      • Social activism helped distinguish Ben and Jerry’s from larger corporate brands
      • The values were retained as part of the corporate culture and taught to new members as the right way to do business
      Source: http://commons.wikimedia.org/wiki/Image:BenJerry-UnitedSquare.jpg
    • Rewards Influence Culture
    • Mission Statement
      Signs of Culture
      Rituals
      Stories
      Physical Layout
      Rules & Policies
    • Tradition is important at Mary Kay CosmeticsPink Cadillacs are given to top sales performers at large annual events.
      Source: http://en.wikipedia.org/wiki/Image:MK_Cadillacs.jpg
    • Discussion
      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?