About your power and politics in an organization.
how to respond to politics of an organization.
how to use power in an organization downward, upward and lateral.
Organizational behavior ( Power and politics )RebekahSamuel2
1. The document discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership which requires goal compatibility.
2. There are three bases of formal power - coercive, reward, and legitimate power, as well as two bases of personal power - expert and referent power. The document also outlines nine power tactics.
3. Politics in organizations is defined as activities not required by one's formal role but that influence the distribution of advantages. Both individual factors like personality and organizational factors like resources can contribute to political behavior.
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 are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
POWER AND POLITICS
Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
Power refers to the ability to influence others and is used to achieve goals and gain influence. There are different types of power including legitimate power from one's position, reward power to give rewards, coercive power to punish, information power from controlling information, referent power from personality, and expert power from knowledge. Politics involves intentional acts to enhance self-interest and occurs due to limited resources, different goals and unknown outcomes. Political tactics include attacking others, creating a favorable image, and forming alliances. Factors influencing political behavior include individual efficiency and needs as well as organizational competition and pressures. Political games are played at all levels to resist or counter authority, enhance power, and defeat rivals. Managing power and politics requires recognizing their influence
This document discusses power and politics. It defines power as the ability to influence others and discusses different types of power including coercive power (based on fear), reward power (based on distributing rewards), legitimate power (based on hierarchy position), expert power (based on skills/knowledge), and referent power (based on admiration). It also discusses politics in organizations, strategies for gaining and maintaining power such as building relationships and avoiding mistakes, and the ethics of behaving politically by considering self-interest, fairness, and respect for others.
Power refers to the ability to influence others based on their dependence. Dependence increases when a resource is important, scarce, and non-substitutable. There are various bases of power including formal power, coercive power, reward power, legitimate power, expert power, and referent power. Influence tactics are used to translate power into actions and include rational persuasion, inspiration, consultation, and pressure. Organizational politics can arise when resources are scarce and decisions are complex, and can lead to defensive behaviors by employees like avoidance and impression management.
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
Organizational behavior ( Power and politics )RebekahSamuel2
1. The document discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership which requires goal compatibility.
2. There are three bases of formal power - coercive, reward, and legitimate power, as well as two bases of personal power - expert and referent power. The document also outlines nine power tactics.
3. Politics in organizations is defined as activities not required by one's formal role but that influence the distribution of advantages. Both individual factors like personality and organizational factors like resources can contribute to political behavior.
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 are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
POWER AND POLITICS
Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
Power refers to the ability to influence others and is used to achieve goals and gain influence. There are different types of power including legitimate power from one's position, reward power to give rewards, coercive power to punish, information power from controlling information, referent power from personality, and expert power from knowledge. Politics involves intentional acts to enhance self-interest and occurs due to limited resources, different goals and unknown outcomes. Political tactics include attacking others, creating a favorable image, and forming alliances. Factors influencing political behavior include individual efficiency and needs as well as organizational competition and pressures. Political games are played at all levels to resist or counter authority, enhance power, and defeat rivals. Managing power and politics requires recognizing their influence
This document discusses power and politics. It defines power as the ability to influence others and discusses different types of power including coercive power (based on fear), reward power (based on distributing rewards), legitimate power (based on hierarchy position), expert power (based on skills/knowledge), and referent power (based on admiration). It also discusses politics in organizations, strategies for gaining and maintaining power such as building relationships and avoiding mistakes, and the ethics of behaving politically by considering self-interest, fairness, and respect for others.
Power refers to the ability to influence others based on their dependence. Dependence increases when a resource is important, scarce, and non-substitutable. There are various bases of power including formal power, coercive power, reward power, legitimate power, expert power, and referent power. Influence tactics are used to translate power into actions and include rational persuasion, inspiration, consultation, and pressure. Organizational politics can arise when resources are scarce and decisions are complex, and can lead to defensive behaviors by employees like avoidance and impression management.
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
Need for Achievement Motivation Theory by David McClelland. It includes Need for Power, Achievement and Affiliation.Also includes How can the future HR Managers can apply the Need Achievement Theory? Even 2 case studies are included.
This document discusses power, politics, and organizational behavior. It begins by defining power as the ability to influence others and achieve goals. Several types of power are described, including reward, punishment, legitimate, expert, and referent power. The document then discusses politics and political behavior in organizations, communities, and different levels of government. It outlines factors that contribute to one's power, like building networks and managing impressions. Techniques for lobbying and political analysis are also summarized.
1) Myanmar faces challenges including being landlocked with difficult neighbors, civil wars, and poor governance despite natural resource wealth.
2) The document discusses the capacities and skills needed for effective political leadership, including ethical principles, expertise, management abilities, empathy, practical reasoning, communication skills, and knowledge of human nature.
3) Effective political leaders need qualities like mindfulness, courage, concentration, pragmatic decision making, and honesty as well as wisdom and strong character.
Power refers to the ability to influence others and make things happen according to one's will. There are various sources of power in organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Managers acquire power through their position, expertise, visibility, and expanding their networks. Empowerment involves helping employees acquire power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Managing politics effectively involves establishing credibility, building support networks, implementing clear policies, and acting consistently.
Fiedler's contingency theory states that a leader's style is fixed and cannot be trained, unlike other leadership theories discussed. The chapter covers various leadership theories including trait, behavioral, contingency, path-goal, and leader-member exchange. It examines factors like leadership styles, follower readiness, and situational favorableness that impact leadership effectiveness.
This document discusses organizational power and politics. It defines organizational politics as using deception and dishonesty for self-interest, which can lead to conflict. While politics is often viewed negatively, it can also be used positively to achieve organizational goals. The document also examines the nature of politics in organizations, including that it is more common at upper levels and in certain decision domains like structural change, management succession, and resource allocation. It outlines various political tactics like building coalitions and controlling information, as well as sources of power including formal position, resources, and network centrality.
This document discusses attitudes and their importance in organizations. It defines attitudes as mental states that influence responses to people, objects, and situations. Attitudes have three components - affective, cognitive, and behavioral. They serve four functions: adjustment, knowledge, ego-defense, and value expression. In organizations, important job-related attitudes include job involvement, organizational commitment, and job satisfaction. Changing attitudes can be difficult due to barriers like prior commitment and lack of information, but providing new information, using fear appeals, and influencing peers can help overcome these barriers. Measuring the relationship between attitudes and behaviors requires considering moderating variables. The document also discusses self-fulfilling prophecies, cognitive dissonance theory, and emotional intelligence
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
Organizational Behavior : Power & Politics RaisulAkash1
1) The document discusses power and politics within organizations. It defines power as one's ability to influence others' behavior to act according to their wishes. It also discusses different bases of power including formal power derived from one's position and personal power stemming from skills and traits.
2) The document outlines various power tactics individuals can use to influence others such as rational persuasion, pressure, and coalitions. It also examines factors that influence the choice and effectiveness of different tactics.
3) Additionally, the document covers political behaviors within organizations, including legitimate everyday politics versus illegitimate extreme behaviors, as well as defensive strategies employees use in response to organizational politics.
get all the sort answer and notes of Mysore university. contact me via email. and we do also help in making assignment, thesis, dissertation and many more.
praveenam4@gmail.com
Power,bases of power,power tatics by akhildsakhil7
This document discusses power and influence in organizations. It defines power as the capacity to exert influence over others and influence as focusing downward to achieve goals through follower dependency. There are different types of formal and personal power bases that derive from one's position, expertise, or personal traits. Dependency is key to power, created through importance, scarcity, and non-substitutability of resources. Various tactics can be used to influence others upward, downward, or laterally including rational persuasion, inspiration, pressure, and coalitions. The document also discusses empowerment of employees and preventing sexual harassment in the workplace.
This document discusses various theories of leadership:
i) Trait theories propose that leaders possess certain innate qualities and traits.
ii) Behavioral theories focus on specific leader behaviors that differentiate leaders from non-leaders. The Ohio State and University of Michigan studies identified key leader behaviors.
iii) Contingency theories emphasize that effective leadership depends on matching a leader's style to the context. Theories discussed include Fiedler Model, Situational Leadership Theory, and Path-Goal Theory.
iv) Contemporary theories include Charismatic Leadership theory which focuses on behaviors that cause followers to attribute heroic abilities to their leader.
The document discusses several theories of motivation from early and contemporary perspectives. It describes Maslow's hierarchy of needs theory which proposes that lower-level needs must be satisfied before higher-level needs can motivate. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction. Contemporary theories discussed include goal-setting theory, reinforcement theory, and expectancy theory which proposes that effort, performance, and rewards are linked.
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
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.
Leadership and Power Within the Organizationed gbargaye
This document discusses concepts of leadership, power, and authority. It defines different leadership styles such as transformational and transactional, and examines early theories of leadership like great man theories and traits theories. The document also outlines different bases of formal and personal power that leaders can utilize, including coercive, reward, legitimate, referent, and expert power. It emphasizes that effective leaders empower others in the organization rather than act in an unethical or abrasive manner. Overall, the key ideas are that leadership requires power, and leaders gain influence through expertise, empowering employees, and focusing on organizational goals rather than personal interests.
Maslow's theory of hierarcy of needs with Criticism S M Maruf Siddiqe
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.
This will be helpful for the students who are studying Organizational Behavior.
What is nature and scope of organisational behaviourMaame Yaa Asokwah
Organizational behavior draws from various behavioral disciplines like psychology, sociology, social psychology, anthropology, and economics. Psychology provides insights into human motivation and personality. Sociology examines social groups and the maintenance of social order within organizations. Social psychology addresses typical behavioral patterns expected from individuals in groups. Anthropology focuses on cultural systems and the importance of understanding differences between cultural backgrounds in today's global workplaces. Economics studies the financial viability of organizations. Political science analyzes power dynamics and structures within organizations.
Power refers to the ability to influence others and direct their actions. Organizational politics involve activities managers engage in to increase their power and achieve goals, using specific political strategies and tactics. While politics can be negative, it also allows for needed change. Effective political skills include gaining power through building relationships with superiors and coworkers, and avoiding blunders that erode power. Power and politics are inevitable in organizations, and can be used for either selfish or mutual benefits.
The document discusses the concepts of power and how it operates in organizations and groups. It defines power as one's ability to influence others and outlines several bases of power including coercive, reward, referent, expert, and positional power. It also discusses factors that create dependency and unequal power dynamics in workplaces such as glass ceilings and sexual harassment. The key takeaways are that power derives from one's ability to control resources or punishments others require, and this power is amplified by increasing others' dependency on those resources.
This document provides an overview of organizational behavior at the system level, including organizational design and structure, stress management, and organizational culture. It discusses key elements of organizational structure like work specialization, departmentalization, and span of control. It also examines different types of organizational designs including bureaucracies, matrix structures, and team structures. Stress and its impacts on individuals and organizations are explored, as well as strategies for managing stress. Finally, the document defines organizational culture and discusses how cultures form and are maintained within organizations.
Need for Achievement Motivation Theory by David McClelland. It includes Need for Power, Achievement and Affiliation.Also includes How can the future HR Managers can apply the Need Achievement Theory? Even 2 case studies are included.
This document discusses power, politics, and organizational behavior. It begins by defining power as the ability to influence others and achieve goals. Several types of power are described, including reward, punishment, legitimate, expert, and referent power. The document then discusses politics and political behavior in organizations, communities, and different levels of government. It outlines factors that contribute to one's power, like building networks and managing impressions. Techniques for lobbying and political analysis are also summarized.
1) Myanmar faces challenges including being landlocked with difficult neighbors, civil wars, and poor governance despite natural resource wealth.
2) The document discusses the capacities and skills needed for effective political leadership, including ethical principles, expertise, management abilities, empathy, practical reasoning, communication skills, and knowledge of human nature.
3) Effective political leaders need qualities like mindfulness, courage, concentration, pragmatic decision making, and honesty as well as wisdom and strong character.
Power refers to the ability to influence others and make things happen according to one's will. There are various sources of power in organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Managers acquire power through their position, expertise, visibility, and expanding their networks. Empowerment involves helping employees acquire power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Managing politics effectively involves establishing credibility, building support networks, implementing clear policies, and acting consistently.
Fiedler's contingency theory states that a leader's style is fixed and cannot be trained, unlike other leadership theories discussed. The chapter covers various leadership theories including trait, behavioral, contingency, path-goal, and leader-member exchange. It examines factors like leadership styles, follower readiness, and situational favorableness that impact leadership effectiveness.
This document discusses organizational power and politics. It defines organizational politics as using deception and dishonesty for self-interest, which can lead to conflict. While politics is often viewed negatively, it can also be used positively to achieve organizational goals. The document also examines the nature of politics in organizations, including that it is more common at upper levels and in certain decision domains like structural change, management succession, and resource allocation. It outlines various political tactics like building coalitions and controlling information, as well as sources of power including formal position, resources, and network centrality.
This document discusses attitudes and their importance in organizations. It defines attitudes as mental states that influence responses to people, objects, and situations. Attitudes have three components - affective, cognitive, and behavioral. They serve four functions: adjustment, knowledge, ego-defense, and value expression. In organizations, important job-related attitudes include job involvement, organizational commitment, and job satisfaction. Changing attitudes can be difficult due to barriers like prior commitment and lack of information, but providing new information, using fear appeals, and influencing peers can help overcome these barriers. Measuring the relationship between attitudes and behaviors requires considering moderating variables. The document also discusses self-fulfilling prophecies, cognitive dissonance theory, and emotional intelligence
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
Organizational Behavior : Power & Politics RaisulAkash1
1) The document discusses power and politics within organizations. It defines power as one's ability to influence others' behavior to act according to their wishes. It also discusses different bases of power including formal power derived from one's position and personal power stemming from skills and traits.
2) The document outlines various power tactics individuals can use to influence others such as rational persuasion, pressure, and coalitions. It also examines factors that influence the choice and effectiveness of different tactics.
3) Additionally, the document covers political behaviors within organizations, including legitimate everyday politics versus illegitimate extreme behaviors, as well as defensive strategies employees use in response to organizational politics.
get all the sort answer and notes of Mysore university. contact me via email. and we do also help in making assignment, thesis, dissertation and many more.
praveenam4@gmail.com
Power,bases of power,power tatics by akhildsakhil7
This document discusses power and influence in organizations. It defines power as the capacity to exert influence over others and influence as focusing downward to achieve goals through follower dependency. There are different types of formal and personal power bases that derive from one's position, expertise, or personal traits. Dependency is key to power, created through importance, scarcity, and non-substitutability of resources. Various tactics can be used to influence others upward, downward, or laterally including rational persuasion, inspiration, pressure, and coalitions. The document also discusses empowerment of employees and preventing sexual harassment in the workplace.
This document discusses various theories of leadership:
i) Trait theories propose that leaders possess certain innate qualities and traits.
ii) Behavioral theories focus on specific leader behaviors that differentiate leaders from non-leaders. The Ohio State and University of Michigan studies identified key leader behaviors.
iii) Contingency theories emphasize that effective leadership depends on matching a leader's style to the context. Theories discussed include Fiedler Model, Situational Leadership Theory, and Path-Goal Theory.
iv) Contemporary theories include Charismatic Leadership theory which focuses on behaviors that cause followers to attribute heroic abilities to their leader.
The document discusses several theories of motivation from early and contemporary perspectives. It describes Maslow's hierarchy of needs theory which proposes that lower-level needs must be satisfied before higher-level needs can motivate. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction. Contemporary theories discussed include goal-setting theory, reinforcement theory, and expectancy theory which proposes that effort, performance, and rewards are linked.
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
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.
Leadership and Power Within the Organizationed gbargaye
This document discusses concepts of leadership, power, and authority. It defines different leadership styles such as transformational and transactional, and examines early theories of leadership like great man theories and traits theories. The document also outlines different bases of formal and personal power that leaders can utilize, including coercive, reward, legitimate, referent, and expert power. It emphasizes that effective leaders empower others in the organization rather than act in an unethical or abrasive manner. Overall, the key ideas are that leadership requires power, and leaders gain influence through expertise, empowering employees, and focusing on organizational goals rather than personal interests.
Maslow's theory of hierarcy of needs with Criticism S M Maruf Siddiqe
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.
This will be helpful for the students who are studying Organizational Behavior.
What is nature and scope of organisational behaviourMaame Yaa Asokwah
Organizational behavior draws from various behavioral disciplines like psychology, sociology, social psychology, anthropology, and economics. Psychology provides insights into human motivation and personality. Sociology examines social groups and the maintenance of social order within organizations. Social psychology addresses typical behavioral patterns expected from individuals in groups. Anthropology focuses on cultural systems and the importance of understanding differences between cultural backgrounds in today's global workplaces. Economics studies the financial viability of organizations. Political science analyzes power dynamics and structures within organizations.
Power refers to the ability to influence others and direct their actions. Organizational politics involve activities managers engage in to increase their power and achieve goals, using specific political strategies and tactics. While politics can be negative, it also allows for needed change. Effective political skills include gaining power through building relationships with superiors and coworkers, and avoiding blunders that erode power. Power and politics are inevitable in organizations, and can be used for either selfish or mutual benefits.
The document discusses the concepts of power and how it operates in organizations and groups. It defines power as one's ability to influence others and outlines several bases of power including coercive, reward, referent, expert, and positional power. It also discusses factors that create dependency and unequal power dynamics in workplaces such as glass ceilings and sexual harassment. The key takeaways are that power derives from one's ability to control resources or punishments others require, and this power is amplified by increasing others' dependency on those resources.
This document provides an overview of organizational behavior at the system level, including organizational design and structure, stress management, and organizational culture. It discusses key elements of organizational structure like work specialization, departmentalization, and span of control. It also examines different types of organizational designs including bureaucracies, matrix structures, and team structures. Stress and its impacts on individuals and organizations are explored, as well as strategies for managing stress. Finally, the document defines organizational culture and discusses how cultures form and are maintained within organizations.
The document summarizes key concepts about communication from a chapter in a textbook. It discusses the main functions of communication, the communication process, different types of communication channels, barriers to effective communication, and choosing communication channels based on richness and context. It also covers topics like the grapevine, electronic communication, knowledge management, and cross-cultural communication.
The document defines power as the capacity for an individual (A) to influence another individual (B) to act according to A's wishes through B's dependency on resources controlled by A. It contrasts leadership, which focuses on goal achievement through compatible goals and downward influence, with power, which is used as a means to achieve goals through the dependency of followers and lateral and upward influence. The bases of power discussed include coercive, reward, legitimate, information, expert, referent, charismatic, and power through coalitions. Dependency is key to power, with greater dependency resulting in greater power over individuals. Politics in organizations involves behaviors to influence resource distributions that are not formally required but affect advantages and disadvantages.
Forces for change - Organizational Change and Development - Manu Melwin Joymanumelwin
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
Organizational and Individual Causes of Resistance to Change (Essay Sample)Essay Tigers
This document discusses organizational and individual causes of resistance to change and how Lewin's theory of change can be used to overcome resistance. At the organizational level, structural inertia, limited focus of change efforts, and group inertia can cause resistance. Individuals may resist due to fear of the unknown, feelings of insecurity, or perception that changes threaten their interests. Lewin's three-stage model of unfreezing, transitioning, and freezing the new approach can help overcome resistance by preparing organizations and individuals for change and reinforcing the new approach.
Introduction and concepts of change, nature, forces and types of changeDr. Ajith Sundaram
The document discusses organizational change and the management of change. It defines organizational change as the process by which organizations modify their structures, strategies, operations, technologies or cultures. Organizational change can be continuous or occur over distinct periods of time. The goal is to find improved ways of using resources and capabilities to increase an organization's ability to create value. There are many types and approaches to managing organizational change effectively.
There are several types of grapevine messages or rumors that spread informally among employees, including wish fulfillment rumors that identify hopes, bogey rumors that exaggerate fears, and wedge driver rumors that aggressively split groups. Rumors also spread through spontaneous groups when stress is high or through premeditated groups in competitive environments. The longer the grapevine chain, the more distortion occurs, with the most inaccuracies in longer chains.
Chapter 8 - Organizational Behavior: Power, Politics, Conflict, and Stressdpd
The document discusses key concepts in organizational behavior including personality, perception, attitudes, power, politics, conflict, and stress. It defines these terms and explains how they relate to each other and influence workplace performance. Some of the major points covered are the five dimensions of personality, the attribution process, sources and types of power, political behaviors, managing functional and dysfunctional conflict, and causes and management of job stress.
1) Organizational politics refers to activities that influence decision making or the distribution of resources in an organization that are not part of formal job duties.
2) Both individual factors like personality and organizational factors like scarce resources can encourage political behavior.
3) While some political behaviors like facilitating teamwork can be seen positively, other behaviors like scheming are viewed more negatively. Managing politics in an organization is challenging due to these differing perceptions.
The document discusses various barriers to effective communication at different levels - physical, semantic, socio-psychological, organizational, and cross-cultural. It provides examples of different types of barriers such as noise, language differences, attitudes, organizational structure. Some ways to overcome barriers mentioned are using simple language, active listening, understanding different cultural perspectives, and creating an open and trusting environment.
This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior according to their wishes. There are five bases of power: formal power from one's position, and personal power from expertise, relationships, or traits. Political behavior is any non-required activity to influence advantages, and can be legitimate everyday politics or illegitimate extreme actions. Politics is natural due to scarce resources leading to competition. Impression management techniques like self-promotion can influence performance evaluations.
This document discusses power and politics in organizational behavior. It defines power as one's ability to influence another's behavior according to one's wishes by controlling resources the other needs. Power comes from formal positions in a hierarchy as well as personal attributes. The greater one's dependency on another's resources, the more power that person wields. Coalitions are groups that temporarily form to achieve influence. Politics in organizations involves influencing advantages through activities beyond one's formal role, which can be either legitimate or illegitimate.
This document discusses power and politics in organizational behavior. It defines power as one's ability to influence another's behavior according to one's wishes by controlling resources the other needs. Power comes from formal positions that allow control over rewards and information, as well as personal attributes like expertise. The greater one's dependency on another's resources, the more power that person wields. Coalitions are groups that temporarily form to achieve goals. Politics in organizations involves influencing advantages through activities beyond formal job duties, which can be legitimate or illegitimate.
The document outlines learning objectives and key concepts around power and politics in organizational behavior. It defines power and leadership, discusses the four bases of power and how dependency influences power relationships. It also examines power tactics, sexual harassment as an abuse of power, and the importance of political perspectives at work.
13 Power and Politics.ppt for organisational behaviourAyushGupta914855
This chapter discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership. There are five bases of power: coercive, reward, legitimate, expert, and referent. Dependency is key to power - the greater B's dependence on A, the more power A has. There are nine influence tactics including rational persuasion, inspiration appeals, and pressure. Sexual harassment is an abuse of unequal power. Political behavior involves influencing resource distribution through informal means and can be legitimate or illegitimate. Impression management techniques are used to influence how others perceive you.
The document defines power as the capacity to influence another's behavior to act according to one's wishes. It contrasts leadership, which focuses on goal achievement and compatibility, with power, which is used as a means to achieve goals and requires follower dependency. There are different bases of power, including reward, coercive, legitimate, expert, and referent power. Dependency on the power holder is key to their power. Coalitions can help maximize influence. Sexual harassment and politics involve the use of power in organizations, with political behavior defined as non-required activities that influence resource distribution. Factors like impression management also influence political behaviors.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and notes that power comes from formal positions or informal personal characteristics. There are nine tactics people use to influence others, such as rational persuasion, inspiration appeals, or pressure. Individual factors like personality and job outlook influence political behavior. Organizational factors like ambiguous roles, performance pressures, and self-serving managers can also encourage politics in the workplace.
This document summarizes key topics from Chapter 13 of the textbook "Organizational Behavior". The chapter discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership. It describes the different bases of formal and personal power, and explains how dependence impacts power relationships. It also identifies common power tactics, discusses the causes and consequences of abusing power, and how politics function within organizations.
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.
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.
This chapter discusses power and politics in organizations. It defines power as the ability to influence others' behavior and contrasts power with leadership. There are five bases of power: reward, coercive, legitimate, expert, and referent. Dependence is key to power relationships. The chapter identifies nine influence tactics and their contingencies. It examines the connection between sexual harassment and abuse of power and discusses the causes and consequences of political behavior. It also covers impression management and determining the ethics of political actions.
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.
The document discusses using the FIRO-B assessment to study organizational culture and interpersonal relationships at AmaraRaja Batteries Ltd. in India. It provides background on FIRO-B and how it measures interpersonal needs and behaviors. Results from administering FIRO-B to AmaraRaja employees are presented, finding most have satisfactory interaction levels but could increase expressiveness to improve relationships. Recommendations include more interactive training to develop high interaction among generally expressive employees.
1) Power is defined as the ability to influence others to act according to one's wishes through control or dependency, while leadership focuses on goal achievement through compatible goals and downward influence.
2) There are various bases of power, including formal power derived from positions and personal power based on skills/knowledge or traits. Dependency is key to power, with greater dependency resulting in greater power.
3) Politics involves attempts to influence the distribution of advantages through non-required activities, and can be seen positively as effective management or negatively as political behavior depending on perspective.
This document summarizes a chapter on values, attitudes, and job satisfaction from an organizational behavior textbook. It defines values and attitudes, and describes different types of values and attitudes including terminal values, instrumental values, and Hofstede's framework for assessing cultures. It also discusses theories of cognitive dissonance and self-perception as they relate to attitudes. Additionally, it covers measuring and factors influencing job satisfaction as well as the relationship between job satisfaction and employee performance, absenteeism, turnover, organizational citizenship behavior, and customer satisfaction.
This document is a chapter from a textbook on organizational behavior. It covers topics such as values, attitudes, job satisfaction, and their importance in understanding individual and cultural behavior in organizations. It defines values and attitudes, discusses different types of values and Hofstede's framework for assessing cultural values. It also examines the relationship between attitudes, behavior, and job satisfaction, and how satisfaction impacts outcomes like absenteeism and turnover.
1) The document summarizes a presentation on power and politics in organizational life. It discusses how power depends on accumulating influence over others to advance one's career and interests.
2) It describes different bases of power including formal power from one's position, as well as personal powers like expertise, resources, and relationships.
3) Politics in organizations involves using power to influence decisions and advantage in non-sanctioned ways. Most political actions are legitimate everyday behaviors while extreme actions risk sanctions.
The document discusses power and politics in organizations. It defines power as the ability to influence others and get things done according to one's wishes. There are different sources and bases of power, including formal power derived from a person's position, and personal power stemming from expertise, charisma, or relationships. Power is distributed unequally in organizations and is used through various tactics. Coalitions are formed to maximize influence, and politics is an inevitable part of organizational life.
1. The document contrasts leadership and power, describing leadership as using power to achieve group goals while power facilitates their achievement.
2. It identifies five bases of power - formal, coercive, reward, legitimate, expert, and referent - and explains which are most effective.
3. Nine influence tactics are defined, including legitimacy, rational persuasion, and pressure. Some tactics like rational persuasion are more effective while pressure is least effective.
Power,Politics and Conflict Organizational behaviourMuhammad Naeem
1. Power is defined as the capacity to influence others and affect organizational outcomes. There are various bases of power including formal power derived from one's position, as well as informal power sources like expertise, relationships, and fear/rewards.
2. Political behavior in organizations aims to acquire and use power to influence outcomes. While some see it as undesirable, others argue it can be ethical if it respects all parties' rights and principles of justice.
3. Conflict in organizations is inevitable and can be functional if it improves performance, but dysfunctional if it hinders goals. Managing conflict requires open communication and potentially restructuring relationships or access to resources.
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Power & politics
1.
2. National College
OF business administration
& economics
WCC
GUIDED BY:
PROF. TAFZIL HUSSAIN
PRESENTED BY :
ABAID MALIK
SAAD-UR-REHMAN
ALI RAZA
FARIA ANWAAR
4. TOPICS
Power
Bases of power
Power Tactics
Gender harassment
Politics
Causes & consequences
Employee responses
Impression management
Defensive behaviour
Roll No.
04
02
08
10
NAME
ABAID MALIK
SAAD-UR-REHMAN
ALI RAZA
FARIA ANWAAR
13–4NCBA&E
6. CHAPTER LEARNING OBJECTIVES
1. Origin of word politics
2. Define Power & Dependency
3. Contrasting leadership & Power
4. Describe the five bases of power in organisations.
5. Dependency: The Key To Power
6. Power Tactics.
7. Preferred Power Tactics by Influence Direction
8. Discuss the role of power in Gender harassment.
9. Politics: Power In Action
10.Politics in eye of beholder.
11.Causes & consequences of political behaviour.
12.Employee responses to organizational politics
13.Impression management (IM) & its techniques
14.Defensive behaviour
13–6NCBA&E
7. ORIGIN OF WORD POLITICS
The word politics comes from ancient Greece.
Its root is the word “polis”, which began to be used
about 2,800 years ago to denote a self-governing city
(city-state)
POLIS – city-state
POLITES – citizen
POLITIKOS – politician
POLITIKE – politics as the art of citizenship and
government
POLITEIA – constitution, rules of politics
POLITEUMA – political community, all those residents
who have full political rights
13–7NCBA&E
8. A DEFINITION OF POWER
POWER
A capacity that A has to influence the behavior of B
so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something
that B requires.
13–8NCBA&E
10. CONTRASTING LEADERSHIP AND POWER
LEADERSHIP
– Focuses on goal
achievement.
– Requires goal
compatibility with
followers.
– Focuses influence
downward.
RESEARCH FOCUS
– Leadership styles
and relationships
with followers
POWER
– Used as a means for
achieving goals.
– Requires follower
dependency.
– Used to gain lateral
and upward
influence.
RESEARCH FOCUS
– Power tactics for
gaining compliance
13–10NCBA&E
11. Bases of Power
FORMAL POWER
Coercive
Reward
Legitimate
PERSONAL POWER
Expert
Referent
BASES OF POWER
11NCBA&E
12. BASES OF POWER: FORMAL POWER
• COERCIVE POWER
A power base dependent on fear.
• REWARD POWER
Compliance achieved based on
the ability to distribute rewards
that others view as valuable
FORMAL POWER
Is established by an individual’s position in an
organization; conveys the ability to coerce or
reward, from formal authority, or from control of
information.
• LEGITIMATE POWER
The power a person
receives as a result of
his or her position in the
formal hierarchy of an
organization.
13–12NCBA&E
13. Bases of Power: Personal Power
Expert Power
Influence based on special skills or knowledge.
Referent Power
Influence based on possession by an individual of
desirable resources or personal traits.
Power that comes from an individual’s unique
characteristics – these are the most effective
13–13NCBA&E
14. 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
– Non-substitutability of the resource
13–14NCBA&E
15. Power Tactics
Influence Tactics:
• Legitimacy
• Rational persuasion
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
Power Tactics
Ways in which
individuals translate
power bases into
specific actions.
13–15NCBA&E
16. Preferred Power Tactics by Influence Direction
E X H I B I T 13–1
Upward Influence Downward Influence Lateral Influence
Rational persuasion Rational persuasion Rational persuasion
Inspirational appeals Consultation
Pressure Ingratiation
Consultation Exchange
Ingratiation Legitimacy
Exchange Personal appeals
Legitimacy Coalitions
13–16NCBA&E
17. Factors Influencing the Choice and
Effectiveness of Power Tactics
Sequencing of tactics
– Softer to harder tactics
works best.
Skillful use of a tactic
– Experienced users are
more successful.
Relative power of the tactic
user
– Some tactics work better
when applied downward.
The type of request
attaching to the tactic
– Is the request legitimate?
How the request is
perceived
– Is the request accepted
as ethical?
The culture of the
organization
– Culture affects user’s
choice of tactic
Country-specific cultural
factors
– Local values favor certain
tactics over others.
13–17NCBA&E
19. Gender Harassment: Unequal Power in the
Workplace
Gender Harassment
Unwelcome advances, requests for Gender favors, and other verbal or
physical conduct of a Gender nature.
» OR
Any unwanted activity of a Gender nature that affects an individual’s
employment and creates a hostile work environment
• Overt actions, like unwanted touching, are relatively easy to spot
• Subtle actions, like jokes or looks, can cross over the line into
harassment
Gender harassment isn’t about Physical relation – it is
about abusing an unequal power relationship
Harassment can damage the well-being of the individual, work
group, and organization
13–19NCBA&E
20. Steps for Managers to Take to Prevent
Gender Harassment
Make sure a policy against it is in place.
Ensure that employees will not encounter retaliation if
they file a complaint.
Investigate every complaint and include the human
resource and legal departments.
Make sure offenders are disciplined or terminated.
Set up in-house seminars and training.
13–20NCBA&E
21. Politics: Power in Action
Political Behavior
Activities that are not required as part of one’s
formal role in the organization, but that influence, or
attempt to influence, the distribution of advantages
or disadvantages within the organization.
Legitimate Political Behavior
Normal everyday politics.
Illegitimate Political Behavior
Extreme political behavior that violates the implied
rules of the game.
13–21NCBA&E
23. Causes and Consequences of Political Behavior
Factors that Influence Political Behavior
E X H I B I T 13-413–23NCBA&E
24. POLITICS IS A FACT OF LIFE IN ORGANIZATIONS
“People who ignore this fact of
life do so at their own peril”
13–24NCBA&E
25. Employee Responses to Organizational Politics
Most employees have low to modest willingness
to play politics and have the following reactions
to politics:
E X H I B I T 13-5
13–25NCBA&E
26. Defensive Behaviors
E X H I B I T 13-6
Defensive Behaviors
Avoiding Action
• Over conforming
• Buck passing
• Playing dumb
• Stretching
• Stalling
Avoiding Blame
• Buffing
• Playing safe
• Justifying
• Scape-goating
• Misrepresenting
Avoiding Change
• Prevention
• Self-protection
E X H I B I T 14–6
13–26NCBA&E
27. Impression Management (IM)
The process by which individuals attempt to
control the impression others form of them
IM Techniques
– Conformity
– Favors
– Excuses
– Apologies
– Self-Promotion
– Enhancement
– Flattery
– Exemplification
E X H I B I T 13-7
13–27NCBA&E
28. Summary and Managerial Implications
Increase your power by having others depend on
you more.
Expert and referent power are far more effective
than is coercion.
– Greater employee motivation, performance,
commitment, and satisfaction
– Personal power basis, not organizational
Effective managers accept the political nature of
organizations.
Political smartness and IM can result in higher
evaluations, salary increases, and promotions.
13–28NCBA&E