1、Chapter 12 Power & Politics,12.1 Power power tactics for gaining compliance,1.Definition The ability to get others to do sth. They would not do out of their self-interest,A capacity that A has to influence the behavior of B so that B does things he or she would not otherwise do implication:1.a poten
2、tial that neednt be actualized to be effective; 2.a dependency relationship; 3.B has discretion over his own behavior dependency:Bs relationship to A when A possesses sth. That B requires,2.Base (sources) of Power 5 category classification scheme by French & Raven,Coercive:being dependent on fear-th
3、e negative result due to application reward:compliance achieved based on the ability to distribute rewards that others views as valuable legitimate:the power received as a result of his position in the formal hierarchy of an organization expert:influence based on special skills or knowledge referent
4、:-possession by an individual of desirable resource or personal traits. Out of admiration,3. The key to power,General postulate:the great Bs dependency on A,the great the power A has over B dependency increases when the resource you control is important,scarce,& nonsubstitutable importance:who can a
5、bsorb an organizations uncertainty will be perceived as important scarcity:a resource needs to be perceived as scarce nonsubstitutability: elasticity of power:the relative responsiveness of power to changes in available alternative,4.Identify where the power is,At the department level:the proportion
6、 of top-level managers coming; representatives on cross-functional teams get agenda at major meetings,get fast access to top D-M.,5.Power tactics ways in which powerholder translate power basis into specific actions,Reason:logical or rational presentation friendliness:use of flattery,creation of goo
7、dwill, acting humble,friendly prior to making a request coalition:getting others support to back up reques bargaining:negotiation through favors exchange assertiveness: use of a direct & forceful approach such as demanding compliance with request higher authority:gaining the support of higher sancti
8、on:,5.Power tactics,Usage from most to least popular Upward influence: R,C,F,B,A,H Downward influence: R, A, F, C, B, H,S uncovered 4 contingent variables: the managers relative power,objectives for wanting to influence, expectation of the target persons willingness to comply, the organizational cul
9、ture,6.Power in group: Coalition,Strength in numbers.if its difficult,risky,costly or impossible to build a personal power base,efforts will be made to form a coalition by joining together coalition in organization often seek to maximize their size; more coalition will be created there being a great
10、 deal of task the more routine the task of a group,the great the likelihood of coalition formation,Chapter 12 Power & Politics,12.2 Politics:Power in Action key elements: attempt to use ones power bases outside ones specific job requirement; influence the distribution of advantages & disadvantages,1
11、.Definition,Those activities that are not required as part of ones formal role in the organization,but that influence,or attempt to influence,the distribution of advantages & disadvantages within the organization legitimate -:normal everyday politics such as complaint,bypassing,coalition,excessive a
12、dherence illegitimate -:extreme political behavior that violates the implied rules of games-sabotage, symbolic protests,group calling in sick concurrentl,2. The reality of politics,Different values,goals,& interests-potential for conflict over resources Scarce resources-turns potential into real con
13、flict. One gains at the expense of others, competition most decisions are made in a climate of ambiguity politicking,3.Factors contributing to politics,Individual factors: high self-monitors,internal locus of control, high Machiavellian; Individuals investment in the organization,perceived job alter
14、natives, expectations of successorganizational factors:reallocation of resources, promotion opportunities,low trust,role ambiguity, unclear performance evaluation system, 0-sum reward practices,democratic D-M,high performance pressures,self-serving senior manager,4.Politicking improving your politic
15、al effectiveness,Frame arguments in terms of organization goals develop the right image gain control of organizational resources make yourself appear indispensable-no substitute be visible develop powerful allies avoid “tainted” members-status is questionable support your boss,5.Impression managemen
16、t,The process by which individuals attempt to control the impression others form of them IM techniques: conformity-agree with others opinion to gain- excuses-explanations of a predicament event, apologies-admitting responsibility for undesirable event, acclaiming- explanations of favorable events, f
17、lattery-complimenting others about their virtues, favors-doing sth. Nice for someone, association-managing relevant information,6.Defensive Behavior protection of self-interest as well as promotion,Reaction & protective behaviors to avoid action,blame,or change avoiding action: overconforming-rigid
18、adherence to rules passing the buck-transfer duty to others playing dumb-falsely plead ignorance or inability depersonalization-ignore specific idiosyncrasies stretching & smoothing-prolong a task & cover up fluctuations in effort to make you appear busy stalling-supportive publicly while doing litt
19、le,6.Defensive Behavior political strategy,negative effect in long run,avoiding blame:buffing-rigorous documenting activity to project an image of competence; playing safe-evade unfavorably situation; justifying-lessen your responsibility; scapegoating-place the blame on external factors misrepresen
20、ting-manipulation of information escalation of commitment avoiding action:-feel personally threatened by change. Resisting change; protecting turf-defending your territory from encroachment,7.The ethics of behaving politically,Motivated by self-interest vs. Organizational goals respect the right of other parties conforms to standards of equity & justice,
