Organisational Power and Politics
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© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione C H A P T E R C H A P T E R 12 12 Power, Power, politics and politics and persuasion persuasion
Transcript of Organisational Power and Politics
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 1212Power, Power, politics and politics and persuasionpersuasion
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22
OverviewOverview
Defining power and counterpower
Contingencies of power
CASE - Foreign exchange confrontation (p. 423)
Consequences of power
VIDEO - The Whitehall Studies
Empowerment
Harassment
Models of organisations
Organisational politics
Persuasion
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 33
Chapter learning objectivesChapter learning objectives1. Define power and counterpower.
2. Describe the five bases of power in organisations.
3. Explain how information relates to power in organisations.
4. Discuss the four contingencies of power.
5. Discuss the role of power in sexual harassment.
6. Explain how organisational power creates problems in romantic relationships at work.
7. Summarise the advantages and disadvantages of organisational politics.
8. Describe six types of political activity found in organisations.
9. Describe the conditions that encourage organisational politics.
10. Identify ways to control dysfunctional organisational politics.
11. Summarise the key features of persuasive communication.
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44
Politics of telecommutingPolitics of telecommuting
Gary Withers, managing director of Drake International New Zealand, leads the Auckland-based consulting firm from his home in Queenstown. Withers says telecommuting keeps him away from office politics, but experts warn that telecommuters may become victims of office politics.
© Southland Times/(New Zealand)
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55
Defining power Defining power
Power is the capacity of a person, team or organisation to influence others
the potential to influence others
people have power they don’t use and may not know they possess
power requires one person’s perception of dependence on another person
© Southland Times/(New Zealand)
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 66
Power and dependencePower and dependence
PersonPersonAA
PersonB’s goals
PersonPersonBB
Person BPerson B’’s s counterpowercounterpowerover Person Aover Person A
Person APerson A’’s s power over power over Person BPerson B
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 77
Model of power in organisationsModel of power in organisations
PowerPowerover othersover others
Contingenciesof power
SourcesSourcesof powerof power
Legitimate
Reward
Coercive
Expert
Referent
Moral responsibility
Relational
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 88
The limits of legitimate powerThe limits of legitimate power
The Caine Mutinyillustrates the limits of legitimate power in organisations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny. © Reuters Archive Photos
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 99
Sources of powerSources of power
Legitimate powerLegitimate power
© Reuters Archive Photos
Reward powerReward power
Coercive powerCoercive power
Expert powerExpert power
Referent powerReferent power
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1010
Information and powerInformation and power
Control over information flowbased on legitimate powerrelates to formal communication networkcommon in centralised structures (wheel pattern)
Coping with uncertainty those who know how to cope with organisational uncertainties gain power
› prevention› forecasting› absorption
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1111
Contingencies of power among pilotsContingencies of power among pilots
These pilots at Germany's Lufthansa Airlines won 30 per cent pay rises after staging two 24-hour strikes that grounded hundreds of flights and cost the airline more than US$23 million. Pilots are powerful because they have low substitutability (only other pilots can replace them) and high centrality.
© AFP/CORBIS
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1212
Increasing nonIncreasing non--substitutabilitysubstitutability
IncreasingIncreasingnonnon--substitutabilitysubstitutability
ControllingControllingtaskstasks
ControllingControllingknowledgeknowledge
DifferentiationDifferentiation
ControllingControllinglabourlabour
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1313
Contingencies of powerContingencies of power
Contingenciesof power
PowerPowerover othersover others
SourcesSourcesof powerof power
Substitutability
Centrality
Discretion
Visibility
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1414
Consequences of powerConsequences of powerSources of power Consequences
of power
CommitmentCommitment
ExpertExpertpowerpower
ReferentReferentpowerpower
RewardRewardpowerpower
Legitimate Legitimate powerpower
CoerciveCoercivepowerpower
ResistanceResistance
Compliance
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1515
VIDEO VIDEO -- The Whitehall StudiesThe Whitehall Studies
What did power give Sir Richard that Richard Campbell did not have?
What do the findings of this study suggest about the relationship between hierarchy, rank, stress, communication and power.
How could we express this relationship diagrammatically?
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1616
Consequences of power Consequences of power revisedrevisedSources of power Consequences
of power
CommitmentCommitment
RewardRewardpowerpower
Legitimate Legitimate powerpower
CoerciveCoercivepowerpower
ExpertExpertpowerpower
ReferentReferentpowerpower
ResistanceResistance
Compliance Empowerment
Stress
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1717
Empowerment Empowerment
“Empowerment is power sharing, the delegation of power or authority to subordinates in the organization.” (Daft, 1995).
DISCUSSION
Identify tactics that empower employees at the lower levels of the organisation.
How would these differ from tactics that might work with middle managers?
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1818
Disempowering Disempowering tacticstacticsCEMCEM
Establish lots of rules, precedents, routines.
Reduce task variety and flexibility.
Do not reward unusual or innovative performance.
Require approvals for non-routine tasks.
Assign tasks peripheral to the core business.
Locate away from influential people and action.
Reduce flow of organisational information.
Reduce contact with senior staff.
Reduce participation in programmes, meetings etc.
Reduce participation in decision making and problem solving activities.
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919
Sexual harassment and powerSexual harassment and power
Harasser stereotypes the victim as subservient and powerless
Harasser threatens job security or safety through coercive or legitimate power
Hostile work environment harassment continues when the victim lacks power to stop the behaviour
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2020
Office romance and powerOffice romance and power
Co-workers believe that employees in relationships abuse their power to favour each other
Higher risk of sexual harassment claims after relationship breaks off
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2121
Organisational politicsOrganisational politics
Attempts to influence others using discretionary behaviours to promote personal objectives
discretionary behaviours − neither explicitly prescribed nor prohibited
Politics may be good or bad for the organisation
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2222
Types of organisational politicsTypes of organisational politics
Types ofTypes oforganisationalorganisational
politicspolitics
ManagingManagingimpressionsimpressions
Attacking andAttacking andblamingblaming
CreatingCreatingobligationsobligations
CultivatingCultivatingnetworksnetworks
ControllingControllinginformationinformation
FormingFormingcoalitionscoalitions
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2323
Conditions for organisational politicsConditions for organisational politics
ConditionsConditionssupportingsupporting
organisational organisational politicspolitics
ScarceScarceresourcesresources
Complex andComplex andambiguousambiguousdecisionsdecisions
PersonalPersonalcharacteristicscharacteristics
Tolerance ofTolerance ofpoliticspolitics
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2424
Controlling political behaviourControlling political behaviour
ProvideProvidesufficientsufficientresourcesresources
RemoveRemovepolitical normspolitical norms
IntroduceIntroduceclear rulesclear rules
HireHirelowlow--politicspoliticsemployeesemployees
Free flowingFree flowinginformationinformation
IncreaseIncreaseopportunitiesopportunitiesfor dialoguefor dialogue
Manage changeManage changeeffectivelyeffectively
Peer pressurePeer pressureagainst politicsagainst politics
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2525
Persuasive communicationPersuasive communication
CommunicatorCommunicatorcharacteristicscharacteristics
•• ExpertExpert•• CredibilityCredibility•• AttractiveAttractive
MessageMessagecontentcontent
•• Present all sidesPresent all sides•• Few argumentsFew arguments•• Emotional appealsEmotional appeals•• Inoculation effectInoculation effect
Communication mediumCommunication mediumAudienceAudience
characteristicscharacteristics
•• SelfSelf--esteemesteem•• InoculatedInoculated
© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2626
SummarySummary
Power is an important OB theme as the power to influence others and the way this is done contribute to culture of an organisation and ultimately its success.
