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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
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
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
A Definition of Power



                                                     B
                                                 A




© 2003 Prentice Hall Inc. All rights reserved.           13–4
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
Bases of Power




© 2003 Prentice Hall Inc. All rights reserved.   13–6
Bases of Power




© 2003 Prentice Hall Inc. All rights reserved.   13–7
Personal Power




© 2003 Prentice Hall Inc. All rights reserved.   13–8
Personal Power




© 2003 Prentice Hall Inc. All rights reserved.   13–9
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
Power Tactics



                                                 Tactical Dimensions:
                                                 • Reason
                                                 • Friendliness
                                                 • Coalition
                                                 • Bargaining
                                                 • Assertiveness
                                                 • Higher authority
                                                 • Sanctions


© 2003 Prentice Hall Inc. All rights reserved.                          13–11
Use of Power Tactics: From Most to
 Least Popular




                                                 EXHIBIT   13-2

© 2003 Prentice Hall Inc. All rights reserved.             13–12
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
Sexual Harassment: Unequal Power in the
 Workplace




© 2003 Prentice Hall Inc. All rights reserved.   13–14
Politics: Power in Action




© 2003 Prentice Hall Inc. All rights reserved.   13–15
Politics Is in the Eye of the Beholder




                                                 EXHIBIT   13-3

© 2003 Prentice Hall Inc. All rights reserved.             13–16
Factors That Influence
                                                   Political Behaviors




                                                              EXHIBIT   13-4

© 2003 Prentice Hall Inc. All rights reserved.                          13–17
Employee Responses to
  Organizational Politics




 EXHIBIT            13-5

© 2003 Prentice Hall Inc. All rights reserved.   13–18
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
Impression Management (IM)



                                                 IM Techniques:
                                                 • Conformity
                                                 • Excuses
                                                 • Apologies
                                                 • Self-Promotion
                                                 • Flattery
                                                 • Favors
                                                 • Association


© 2003 Prentice Hall Inc. All rights reserved.                      13–20
Is Political Action Ethical?




Utilitarianism                                   Rights   Justice




                                                                    EXHIBIT   13-8

© 2003 Prentice Hall Inc. All rights reserved.                                13–21

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Ch13

  • 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