P a g e 1 QUIZ 3 Study guide Ch 11 12 13 POWER POLITICS Ch 11 POWER The Rational Model of Organizations considers effectiveness and behavior as being driven by objective measurable and formal processes The Political Model of Organizations recognizes that effectiveness and organizational behavior is driven by people with competing interests who are using informal social processes to achieve goals Power is a measure of person s ability to influence the attitudes and behaviors of other individuals it is based in a dyadic two person relationship Influence is the actual process of affecting attitudes or behavior Managers Authority is the formal right to influence a subordinate Authority only influences subordinate behavior if the request falls in the zone of indifference i e it is perceived as legitimate Five Norms of Interpersonal Power used in an organization 1 Reward Power is based on an influencer s control over rewards desired by a target employee must see a clear and strong link to the reward 2 Coercive Power is based on an influencer s control over punishment target must believe 3 conformity will avoid punishment Legitimate Power is based on position and mutual agreement that an influencer can affect dictate the behavior of a target narrow range that is specifically defined 4 Referent Power is based on interpersonal attraction and feelings of identity with an influencer targets will seek to behave and perceive in similar ways to influencers and may not realize the existence of referent power Referent Power tends to result in Organizational effectiveness internal change 5 Information Power is based on access to and control over the presentation of useful information actors framing of information can influence bias recipients interpretation Information Expert Power tend to result in performance satisfaction learning 1 Reward and 2 Coercive power work best when subordinate behavior is observable legitimate power functions more on internal values Compliances is the result of 1 Reward 2 Coercive and 3 Legitimate power Groups that control critical resources desired by other groups have power over those groups Strategic Contingencies are activities upon which other groups depend in order to complete their own activities three factors give power over strategic contingencies 1 Ability to cope with uncertainty 2 High degree of centrality 3 Non substitutability P a g e 2 Symbols of powerful people Ability to intercede for someone in trouble Ability to get placements for favored employees Exceeding budget limits without reprimand Above average raises for employees Access to information early Having top managers seek ones opinion Artificial and Physical symbols of power Furniture locked cabinets rectangular desks nice desk etc Time Power full calendars planners ignoring time etc Standing by people always available for you to reach them etc Symbols of powerless people Under close supervision inflexible adherence to rules Doing the job oneself instead of training others Resist change protect turf top down communication doctorial punishing other ETHICS Power can be used ethically when influencer s are sensitive to employee concern and communicate well Power Related behavior is ethical if it Benefits people inside and outside of the firm Respects the rights of all parties Treats all parties equitably and fairly P a g e 3 ETHICS Personal Power is the use of power for personal gain without regard to others gains losses it can be reduced by linking personal outcomes to group outcomes Principled Dissent Social Power is the use of power to motivate others or accomplish group goals Managers who use power successfully have the following four general characteristics 1 Willingness to function within the authority system 2 Strong work ethic and conscientiousness 3 Place company needs first then own 4 Justice is a very high priority POWER POLITICS Part 2 POLITICAL BEHAVIOR Organizational Policies is the use of power and influence to obtain desired outcomes in organizations Rules of Policies in any organization are often unspoken and learned vicariously informally through experience or directly from those with political power Individual perception of policies is mostly subjective different people view different things as political Workers typically believe that Policies at work are inevitable but necessary Policies are bad and unfair People at higher levels in an organization are more political The Perception of Politics POPS is the degree to which people attribute other people s behavior to self interested motives it is the perception of political behaviors in one s environment Some of the major causes of the perception of politics include Uncertainty or ambiguity low formalization Biased relationships with supervisor or peers Having a higher position in the organization Lack of participation Lack of resources Personality i e negative affectivity Political Behavior is any action NOT sanctioned by the organization that is taken to influence others in order to meet one s personal goals Political behavior can be Defensive reactive or Assertive proactive Tactical short term or Strategic long term Political behavior typically consists of either 1 2 Influence Tactics which directly alters the behavior and thoughts of others Impression Management Tactics which creates a desired image of oneself in the minds of others POLITICAL BEHAVIOR continued Influence behaviors include P a g e 4 The most common reasons for tactic usage on change of behavior assign tasks Subordinates Peers Superiors request help request approval or resources obtain personal benefits The most effective influence tactics for each outcome are Inspirational appeals rational persuasion consultation Commitment to a task Compliance Resistance Exchange ingratiation Coalition pressure upward appeals P a g e 5 POLITICAL BEHAVIOR continued Impression management tactics each elicit a Ingratiation appears likeable attractive 1 2 Self Promotion appear competent expert 3 Exemplified appear loyal conscientious dependable and reliable 4 5 Supplication appears weak compliant Intimidation appear aggressive powerful dangerous specific appearance or Image The key to successful influence or impression management is to appear sincere and genuine in ones actions or requests Influence targets will be more likely to suspect ulterior or self interested motives when The influence impression behavior is not consistent with social norms or not appropriate for the goal