Power, ethics and politics
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This document discusses power and politics in leadership and organizations. It defines key concepts like power, influence, politics, and ethics. It notes that implementing decisions as a leader can be difficult due to interdependencies, differing views, limited resources, and people pursuing self-interest. Some managers have ambivalence, naivety, or cynicism towards power. Power and politics are most prevalent at the top and middle levels of management and in sales/marketing. The document advocates for leaders to use influence ethically to make decisions while understanding organizational dynamics.
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The document discusses power and politics in organizational life. It states that while organizations are theoretically rational and nonpersonal, in practice they are political structures. Power is accumulated through a political pyramid structure. There are conflicts of interests as individuals compete for resources and power. The document also discusses coalitions, collusions, and underlying "life dramas" around power dynamics and the role of leadership in organizations. It provides examples of how power relations can create contradictions and faulty coalitions within organizations.
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The document discusses power and politics in organizations. It defines power as the capacity to influence others, which depends on others' perception of dependence. Power can be formal, based on one's position, or informal, based on personal attributes. Organizational politics involves intentional acts to further self-interest and can be influenced by individual factors like need for power and organizational factors like unclear systems. While politics can threaten employees and performance, it can also help with change and substituting for formal authority. Impression management techniques are used to control how others perceive oneself.
Organizational politics word assignment
Organizations are social units structured to meet goals. They have management hierarchies that divide roles and responsibilities. Organizational politics refers to how competing interests are reconciled through non-rational processes. Authority is a manager's right to issue orders and see compliance, and comes from traditional norms, legal positions, or charisma. Power is the ability to influence others and make concerns count, and can involve coercion, rewards, or legitimacy. In organizations, politics involves maneuvering for responsibilities, rewards, and resources through impression management, extra-role relationships, coalitions, and bargaining.
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This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior. There are five bases of power: reward, coercive, legitimate, expert, and referent. Political behavior refers to non-required activities that influence the distribution of advantages in an organization. Factors contributing to political behavior include individual characteristics and organizational factors like resource allocation and performance evaluation systems. Impression management techniques are ways individuals control how others perceive them. Responses to organizational politics can include decreased job satisfaction, increased stress, and reduced performance. Defensive behaviors are ways people avoid blame and change.
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Power refers to the ability to influence others to act according to one's wishes. There are various bases of power including personal power from expertise or relationships, and formal power from positions of authority. Politics involves intentional acts to enhance or protect self-interest through various tactics like persuasion, appeals, pressure, and coalitions. Power and politics are inherent in organizations, so managers must understand and carefully manage them.
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1. Power is defined as the capacity for person A to influence person B's behavior to act in accordance with A's wishes through B's dependency on A. Leadership focuses on goal achievement through mutual goal compatibility and downward influence, while power uses influence to achieve personal goals through follower dependency.
2. There are various bases of power, including formal power derived from one's position, and personal power stemming from skills/knowledge or desirable traits. Powerful individuals translate their power bases into specific power tactics to influence others' behavior.
3. Dependency is key to power, as the greater B's dependency on A, the more power A has. Dependency is increased by the importance, scarcity, and nonsubstitutability
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This document discusses power and politics in organizations. It defines power as the ability to influence others' behavior and get them to act according to one's wishes. Power comes from various bases including reward power, coercive power, legitimate power, expert power, and referent power. The effectiveness of power tactics depends on factors like the direction of influence. When employees use power for personal gain, it is considered political behavior within organizations. The document also discusses impression management techniques that individuals use to influence how others perceive them. It concludes with a case study about a business owner deciding whether to delegate a new project or manage it herself.
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The document discusses power and politics in organizations. It defines power as the capacity to influence others, which depends on others' perception of dependence. Power can be formal, based on one's position, or informal, based on personal attributes. Organizational politics involves intentional acts to further self-interest and can be influenced by individual factors like need for power and organizational factors like unclear systems. While politics can threaten employees and performance, it can also help with change and substituting for formal authority. Impression management techniques are used to control how others perceive oneself.
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Organizations are social units structured to meet goals. They have management hierarchies that divide roles and responsibilities. Organizational politics refers to how competing interests are reconciled through non-rational processes. Authority is a manager's right to issue orders and see compliance, and comes from traditional norms, legal positions, or charisma. Power is the ability to influence others and make concerns count, and can involve coercion, rewards, or legitimacy. In organizations, politics involves maneuvering for responsibilities, rewards, and resources through impression management, extra-role relationships, coalitions, and bargaining.
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This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior. There are five bases of power: reward, coercive, legitimate, expert, and referent. Political behavior refers to non-required activities that influence the distribution of advantages in an organization. Factors contributing to political behavior include individual characteristics and organizational factors like resource allocation and performance evaluation systems. Impression management techniques are ways individuals control how others perceive them. Responses to organizational politics can include decreased job satisfaction, increased stress, and reduced performance. Defensive behaviors are ways people avoid blame and change.
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Power refers to the ability to influence others to act according to one's wishes. There are various bases of power including personal power from expertise or relationships, and formal power from positions of authority. Politics involves intentional acts to enhance or protect self-interest through various tactics like persuasion, appeals, pressure, and coalitions. Power and politics are inherent in organizations, so managers must understand and carefully manage them.
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1. Power is defined as the capacity for person A to influence person B's behavior to act in accordance with A's wishes through B's dependency on A. Leadership focuses on goal achievement through mutual goal compatibility and downward influence, while power uses influence to achieve personal goals through follower dependency.
2. There are various bases of power, including formal power derived from one's position, and personal power stemming from skills/knowledge or desirable traits. Powerful individuals translate their power bases into specific power tactics to influence others' behavior.
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This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
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This document provides an overview of a presentation on power and politics in organizations. It discusses various bases of power, tactics for using power, empowerment, the difference between legitimate and illegitimate political behavior, factors that contribute to political behavior, and strategies for countering the effects of politics. The presentation covers topics such as dependency as the key to power, Maccoby's four political types, and how perception of organizational politics can impact job satisfaction, stress, and employee turnover.
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This document discusses power and politics in organizations. It defines power as the ability to influence others' behavior to act according to one's wishes. There are five bases of power: coercive, reward, legitimate, expert, and referent. It also distinguishes between "power to" which is empowerment, versus "power over" others. Politics in organizations involves activities to influence the distribution of advantages that are not formally required, and three questions can help determine the ethics of political actions: if they serve self-interest over organizational goals, respect individuals' rights, and are fair.
Power and politics
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Massification of higher education refers to increasing access to post-secondary education. The document discusses trends in massification globally and in countries like India and China. It notes that India aims to increase its gross enrollment ratio in higher education to 30% by 2020 but there are regional variations. Massification poses challenges like maintaining quality, access, and equity while expanding capacity and financing. It also discusses the implications for higher education sectors, including the growing private sector in India and issues of regulation and governance. Overall, the document analyzes key issues around increasing access to higher education on a large scale.
How to learn
This document discusses effective teaching and learning practices, including focusing on goals and planning, preparing a time table, actively reading materials and paraphrasing, taking notes in class, using flash cards and concept maps, self-monitoring, understanding learning styles, distributing learning over time, collaborative learning, and focusing on effort over ability. It also mentions two modes of learning - focused mode and diffuse mode - and the importance of diet, exercise and sleep for learning.
Innovation in Teaching and Assessment
We need to change our teaching and assessment to respond actively to new challenges of higher education .emanating because of recent development in neurosciences, information and communication technology and globalisation.
Ecosystem of higher education in india
This presentation examines the structure of higher education in India and the mechanisms of its regulation. It also captures future trends of Indian higher education.
Tutorial teaching method
Tutoria is an important teaching method in undergraduate education. It complements and supplements theory sessions. Further, it develops important cognitive and metacognitive skills among students.
Student mentoring
This presentation deals with the different aspects of student mentoring and various steps involved in it. It also describes effective mentoring behaviors.
Preparing to write a case and teaching note
This presentation describes the elements of a good case and helps a reader to prepare for writing a case for management students.
Outcome based education
Outcome based education is a strategic approach to education that is focused on student learning outcomes, market needs, and future employment trends. It aims to develop social skills, technical competencies, and higher order thinking skills among students. Key aspects include articulating intended learning outcomes, assessing student performance and learning, ensuring feedback is provided, and emphasizing employability, entrepreneurship and career mobility.
Wither PhD education
The document discusses issues with PhD programs in India. It notes that while the number of PhD holders is rising, standards are falling. The UGC has instituted reforms like mandatory coursework and research methodology training, as well as limits on the number of students per advisor. However, problems remain like lack of originality, plagiarism, and loose standards in assessment. The document provides examples of misconduct like universities recognizing external institutions for fees and certifying courses that were not conducted. It recommends establishing more research universities, preferring quality over quantity, and holding advisors accountable for false or plagiarized theses.
Assessment as learning
Traditionally examination was the purpose of learning. However, our conception of learning is changing and it is being front ended. Now assessment is also being treated as learning. This presentation deals with assessment, feedback and assurance of learning.
Two sides of indian higher education: government and private education
This presentation points out that Indian private education in the higher education sector is growing fast. However, it suffers from lack of government support. Rather control becomes a pretext for harassment. it also describes the dynamics of malaise in higher education: both government and private. It provides some suggestions for effective regulation of higher education
Let us Grow our own timbre
This document discusses strategies for developing faculty at Indian higher education institutions. It identifies major challenges as industry focus, research/innovation, and faculty availability/productivity. Faculty are described as an institution's "timbre" or essence that takes long-term nurturing to develop. The document outlines factors in faculty recruitment, development, and retention. It then provides specific strategies for faculty development including training, mentoring, feedback, and exposure. It recommends best practices like dedicated faculty development offices and funds for international travel. Overall strategies aim to address shortages and grow institutions' own faculty resources over time.
Higher education regulation in India: Problems and Prospects
This presentation discusses various issues related to the regulation of higher education in the Indian context.
Assurance of learning
This presentation compares and contrasts quality assurance and assurance of learning. It further elaborates the process of assurance of learning. It also elucidates direct and indirect measures of learning.
Impact of Indian culture onresearch productivity and innovation
This presentation explore the impact of the Indian culture on research productivity and innovation. It also examines how does the culture work to impact research and innovation
Goal setting
This document discusses goal setting and motivation. It explains that setting specific and challenging goals focuses attention and improves performance. Goals provide direction, feedback and a sense of achievement. The brain's reticular activating system prioritizes goals, bringing them to the forefront. Potential obstacles to goals include doubts, procrastination and waiting for help. Effective goal setting requires analyzing goals, overcoming obstacles, and regularly reviewing progress.
Faculty as learning community
Faculty learning communities are groups of faculty who regularly interact, share, and support each other to advance teaching, learning, and research. They respect each other and learn together with the goal of helping students learn and grow. Key drivers include supportive leadership, a student-centric culture, time for formal and informal learning, and openness to peer review. Hindrances include individualism, departmental silos, and lack of collaboration time. Successful learning communities lead to greater faculty satisfaction, improved teaching, higher student engagement, and better academic performance.
Networking
Communication and networking are the two most important skills for managers. However, networking has received less attention. This presentation focuses on the different dimensions of networking to help managers.
Internationalisation of Higher Education for institution building
This presentation discusses different issues related to the internationalisation of higher education in India.
Superior management
This presentation deals with the various aspects of superior management and strategies to deal with them.
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Two sides of indian higher education: government and private education
Two sides of indian higher education: government and private education
Higher education regulation in India: Problems and Prospects
Higher education regulation in India: Problems and Prospects
Impact of Indian culture onresearch productivity and innovation
Impact of Indian culture onresearch productivity and innovation
Internationalisation of Higher Education for institution building
Internationalisation of Higher Education for institution building
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Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
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Power, ethics and politics
- 1. Power Anup K Singh, PhD The Ignored Leadership Field
- 2. Leadership is About Diagnosing the problem effectively Making decision Implementing decision Living with consequences and going past them
- 3. Implementing Decision is Difficult Because Leaders are interdependent Leaders face diversity of views and personalities Leaders do not have all power to implement their solutions There are always limited resources Business reality is dynamic People also look for the gratification of their self-interest
- 4. Towards Power, Some Managers Have Ambivalence Naivety Cynicism Helplessness Conflict avoidance tendency
- 5. Incidence of Power and Politics Top management – highest Middle management – moderate Lower management – low Sales and marketing – high Board – high R&D – low F&A - low
- 6. Influence The process of changing the behaviour of A by B in the desired direction
- 7. Power The ability of A to influence the behaviour of B
- 8. Politics Interaction among different players wielding the power and pursuing their goals and interests
- 9. Ethics Consideration of right and wrong, public and private good, fair and foul, truth and deception
- 10. Power, Ethics and Politics (PEP) The use of influence by leaders to execute decisions and understanding of underlying organisational dynamics while maintaining high ethical standards
- 11. Metaphor All the world's a stage, And all the men and women merely players; They have their exits and their entrances
- 12. Going Beyond Metaphor It means that the ideas are presented not as metaphors useful for descriptions but also for explanation, prediction and norm setting
- 13. Network
- 14. Political System Interests and rights Power Hidden agendas and back room deals Authority Alliances Party-line Censorship Gatekeepers Leaders Conflict management
- 15. Prison
- 16. Psychic Prisons Conscious & unconscious processes Repression & regression Ego Denial Projection, coping & defence mechanisms Pain & pleasure principle Dysfunction Workaholics
- 17. Instruments of Domination Alienation Repression Imposing values Compliance Charisma Maintenance of power Force Exploitation Divide and rule Discrimination Corporate interest
- 19. Two Models Of Organisational Life ORGANI SATI ONAL CHARACTERI STI CS RATI ONAL MODEL POLI TI CAL MODEL GOALS CONSISTENT ALONG MEMBERS PLURALISTIC, INCONSISTENT POWER & CONTROL CENTRALIZED COALITION AND INTEREST GROUPS DECI SI ON MAKI NG LOGICAL, RATIONAL PULL & PUSH, BARGAINING RULES AND NORMS NORMS OF OPTIMIZATION CONFLICTING I DEOLOGY EFFICIENCY, EFFECTIVENESS STRUGGLE, WINNERS AND LOSER