Chapter 13 Power and Politics Power capacity that A has to influence the behavior of B so that B acts in accordance with A s wishes 5 Power Bases 3 formal 2 personal Formal Power based on individuals position within an organization o Coercive power base that is dependent on fear of the negative results from failing to comply others view as valuable o Reward Compliance achieved based on the ability to distribute rewards that o Legitimate power a person receives as a result of his or her position in the formal hierarchy of an organization Personal Power derived from an individual s characteristics o Personal Power is found to be more effective than Formal Power Expert Influence based on special skills or knowledge Referent Influence based on identification with a person who has desirable resources or personal traits Main difference between Power and Leadership power does NOT require compatibility of goals Dependence B s relationship to A when A possesses something that B requires The most important aspect of power is that it is a function of dependence Dependence is created when the resource you control is o Important o Scarce o Non substitutable Power Tactics ways people translate power bases into specific action Legitimacy relying on your authority position or saying a request accords with organizational policies or rules Rational persuasion presenting logical arguments and factual evidence to demonstrate a request is reasonable Inspirational appeals developing emotional commitment by appealing to a target s values needs hopes and aspirations Consultation increasing the target s support by involving him or her in deciding how you will accomplish your plan request Exchange rewarding the target with benefits or favors in exchange for following a Personal appeals asking for compliance based on friendship or loyalty Ingratiation using flattery praise or friendly behavior prior to making a request Pressure using warnings repeated demands and threats Coalitions enlisting the aid or support of others to persuade the target to agree Politics objectives Political Skill The ability to influence others in such a way as to enhance one s Political Behavior Activities that are not required but that attempt to influence the distribution of advantages and disadvantages within the organization o Depending on Point of view some may see actions as political where others view the same action as effective management Politicking people within organizations will use whatever influence they can to taint the facts to support their goals and interests FACTORS contributing to political behavior o Individual High self monitors Internal locus of control High Mach personality Organizational investment Perceived job alternatives Expectations of success o Organizational Reallocation of resources Promotion opportunities Low trust Role ambiguity Unclear performance evaluation system Zero sum reward practices Democratic decision making High performance pressures Self serving senior managers Responses to political behavior in the workplace o Decreased job satisfaction o Increased anxiety and stress o Increased turnover o Reduced performance Impression Management process by which individuals attempt to control the impression others form of them Defense Behaviors Reactive and protective behaviors to avoid action blame or change o Avoiding Action Over conforming strictly interpreting your responsibility by saying things like The rules clearly state or This is the way we ve always done it Buck passing transferring responsibility to someone else Playing dumb avoiding a task by falsely pleading ignorance or inability Stretching prolonging a task so that one person appears to be occupied Stalling appearing to be more or less supportive publicly while doing little or nothing privately o Avoiding Blame Buffing covering your rear Practice of rigorously documenting activity to project an image of competence and thoroughness Playing safe evading situations that may reflect unfavorably Includes taking projects with a high probability of success having risky decisions approved by superiors qualifying expressions of judgment taking neutral positions in conflicts Justifying developing explanations that lessen one s responsibility for a negative outcome or apologizing to demonstrate remorse Scapegoating placing the blame for a negative outcome on external factors that are not entirely blameworthy Misrepresenting manipulation of information by distortion embellishment deception selective presentation or obfuscation o Avoiding Change Prevention trying to prevent a threatening change from occurring Self protection acting in ways to protect one s self interest during change by guarding information or other resources Impression Management Techniques o Conformity o Favors o Excuses o Apologies o Self promotion o Enhancement o Flattery o Exemplification Chapter 15 Foundations of Organizational Culture Organizational Structure is how tasks are divided grouped and coordinated The SIX elements of Organization Structure 1 Work Specialization degree to which activities in the organization are subdivided into separate jobs 2 Departmentalization basis by which jobs are grouped often by function product geography or type of customer 3 Chain of command line of authority that extends from the top of the organization to the lowest level and clarifies who reports to whom 4 Span of control how many employees a manager can effectively manage which largely determines number of levels and managers an organization has 5 Centralization and decentralization degree to which decision making is concentrated at a single point in the organization Centralized organizations top managers make all decisions Decentralized decision making pushed down to the manager closest to action 6 Formalization degree to which jobs within the organization are standardized Highly Formalized employees have basically no freedom in their work Low Formalized employees have a lot of freedom in their work Common organizational Designs The Simple Structure Bureaucracy o characterized by a low degree of departmentalization wide spans of control authority centralized in a single person and little formalization o highly routine operating tasks achieved through specialization very formalized rules and regulations tasks that are grouped into functional departments centralized authority narrow spans of control and decision making that follows the chain of command o Primary advantage ability
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