Ch13

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Organizational behavior

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Ch13

  1. 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. 2. O B J E C T I V E S AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1. Contrast leadership and power. 2. Define the four bases of power. 3. Clarify what creates dependency in powerL E A R N I N G 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. 3. O B J E C T I V E S (cont’d) AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 7. List the individual and organizational factors that stimulate political behaviors. 8. Identify seven techniques for managing the impression one makes on others. 9. Explain how defensive behaviors can protect an individual’s self-interest.L E A R N I N G 10. List the three questions that can help determine if a political action is ethical. © 2003 Prentice Hall Inc. All rights reserved. 13–3
  4. 4. A Definition of PowerA Definition of Power B A© 2003 Prentice Hall Inc.All rights reserved. 13–4
  5. 5. Contrasting Leadership and PowerContrasting 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. 6. Bases of PowerBases of Power© 2003 Prentice Hall Inc.All rights reserved. 13–6
  7. 7. Bases of PowerBases of Power© 2003 Prentice Hall Inc.All rights reserved. 13–7
  8. 8. Personal PowerPersonal Power© 2003 Prentice Hall Inc.All rights reserved. 13–8
  9. 9. Personal PowerPersonal Power© 2003 Prentice Hall Inc.All rights reserved. 13–9
  10. 10. Dependency: The Key To PowerDependency: 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. 13–All rights reserved. 10
  11. 11. Power TacticsPower Tactics Tactical Dimensions: : Tactical Dimensions • • Reason Reason • • Friendliness Friendliness • • Coalition Coalition • • Bargaining Bargaining • • Assertiveness Assertiveness • • Higher authority Higher authority • • Sanctions Sanctions© 2003 Prentice Hall Inc. 13–All rights reserved. 11
  12. 12. Use of Power Tactics: From Most toUse of Power Tactics: From Most toLeast PopularLeast Popular© 2003 Prentice Hall Inc. EXHIBIT 13– 13-2All rights reserved. 12
  13. 13. Power in Groups: CoalitionsPower in Groups: Coalitions • • Seek to maximize their Seek to maximize their size to attain influence. size to attain influence. • • Seek aabroad and diverse Seek broad and diverse constituency for support constituency for support of their objectives. of their objectives. • • Occur more frequently in Occur more frequently in organizations with high organizations with high task and resource task and resource interdependencies. interdependencies. • • Occur more frequently if Occur more frequently if tasks are standardized tasks are standardized and routine. and routine.© 2003 Prentice Hall Inc. 13–All rights reserved. 13
  14. 14. Sexual Harassment: Unequal Power in theSexual Harassment: Unequal Power in theWorkplaceWorkplace© 2003 Prentice Hall Inc. 13–All rights reserved. 14
  15. 15. Politics: Power in ActionPolitics: Power in Action© 2003 Prentice Hall Inc. 13–All rights reserved. 15
  16. 16. Politics Is in the Eye of the BeholderPolitics Is in the Eye of the Beholder© 2003 Prentice Hall Inc. EXHIBIT 13– 13-3All rights reserved. 16
  17. 17. Factors That Influence Factors That Influence Political Behaviors Political Behaviors© 2003 Prentice Hall Inc. EXHIBIT 13– 13-4All rights reserved. 17
  18. 18. Employee Responses toEmployee Responses to Organizational Politics Organizational Politics©X 2003 Prentice Hall Inc.E HIBIT 13-5 13–All rights reserved. 18
  19. 19. Defensive DefensiveAvoiding Action: :Avoiding Action Behaviors Behaviors• • Overconforming Overconforming• • Buck passing Buck passing• • Playing dumb Avoiding Blame: : Avoiding Blame Playing dumb• • Stretching • • Buffing Buffing Stretching• • Stalling • • Playing safe Playing safe Stalling • • Justifying Justifying • • Scapegoating Scapegoating Avoiding Change: : Avoiding Change • • Misrepresenting Misrepresenting • • Prevention Prevention • • Self-protection Self-protection©X 2003 Prentice Hall Inc.E HIBIT 13-6 13–All rights reserved. 19
  20. 20. Impression Management (IM) Impression Management (IM) IM Techniques: : IM Techniques • • Conformity Conformity • • Excuses Excuses • • Apologies Apologies • • Self-Promotion Self-Promotion • • Flattery Flattery • • Favors Favors • • Association Association© 2003 Prentice Hall Inc. 13–All rights reserved. 20
  21. 21. Is Political Action Ethical? Is Political Action Ethical?UtilitarianismUtilitarianism Rights Rights Justice Justice© 2003 Prentice Hall Inc. EXHIBIT 13– 13-8All rights reserved. 21

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