组织行为学课件lecture 9

1、OrganizationalPowerandPoliticsJayPower,influence&PoliticsatNABNationalAustraliaBankroguetraderLukeDuffyandhiscolleaguescreatedlossesof$350million,thanksinpartofDuff’spowerandinfluencetactics.ThemeaningofPowerPoweristhecapacityofaperson,team,ororganizationtoinfluenceothersThepotentialtoinfluenceothersPeoplehavepowertheydon’tuseandmaynotknowtheypossessPowerrequiresoneperson’sperceptionofdependenceonanotherpersonPowerandDependenceModelofPowerinOrganizationsSourceofPowerAgreementthatpeopleinc。

2、ertainrolecanrequestcertainbehaviorsofothersBasedonjobdescriptionsandmutualagreementfromthoseexpectedtoabidebythisauthorityLegitimatepowerrange(zoneofindifference)isinhighpowerdistanceculturesSourceofPowerAbilitytocontroltheallocationofrewardsvaluedbyothersandtoremovenegativesanctionsOperatesupwardaswellasdownwardSourceofPowerAbilitytoapplypunishmentExistsupwardaswellasdownwardPeerpressureisformofcoercivepowerSourceofPowerIndividual’sorworkunit’scapacitytoinfluenceothersbypossessingknowl。

3、edgeorskillsthattheyvalueEmployeesgainingexpertpowerovercompaniesinknowledgeeconomySourceofpowerOccurswhenothersidentifywith,like,orotherwiserespectthepersonAssociatedwithcharismaticleadershipInformationPoweratLoweCounselInformationaboutthefuturehelpscompaniestocopewithenvironmentaluncertainties,sotrendspotterslikeZoeLazarusandRichardWelchatLoweCounsel(shownhere)potentiallywieldconsiderablepower.InformationandPowerControloverinformationflowBasedonlegitimatepowerRelatestoformalcommunicatio。

4、nnetworkCommonincentralizedstructures(wheelpattern)CopingwithuncertaintyThosewhoknowhowtocopewithorganizationaluncertaintiesgainpowerPreventionForecastingAbsorptionContingenciesofpowerIncreasingNon-substitutabilityCentralityCentralityreferstothedegreeandnatureofinterdependencebetweenthepowerholderandothers.howmanypeopleareaffectedbyyouractionshowquicklypeopleareaffectedbyyouractionsDiscretionThefreedomtomakedecisionswithoutreferringtoaspecificruleorreceivingpermissionfromsomeoneelse,isan。

5、otherimportantcontingencyofpowerinorganizations.VisibilityPowerdoesnotflowtounknownpeopleintheorganization.Rather,employeesgainpowerbymakingtheirsourcesofpowerknowntoothers.ConsequencesofPowerCoercivepowerisgenerallytheleastdesirablesourceRewardandlegitimatepowertendtoproducecomplianceCommitmentisthemostcommonconsequenceofexpertandreferentpowerSexualHarassmentSexualharassmentreferstounwelcomeconductofasexualnaturethatdetrimentallyaffectstheworkenvironmentorleadstoadversejob-relatedconsequen。

6、cesforitsvictims.OrganizationPoliticsCharlenePedroliewasreadyfortroublewhenshereplacedRoweFurnitureCompany'soldassemblylinewithanewteam-basedworkstructure.AsRowe'sheadofmanufacturing,sheknewtherewouldbeglitchesandplentyofresistance.NaysayersincorporateofficeshooktheirheadsanddistancedthemselvesfromPedrolie'sexperiment.Thentherewerethecomputerpeoplewhodalliedoverherurgentrequestsformoreinformation.Usinghersharpestpoliticalskills,Pedrolieengineeredtheousterofthefirm'scomputerchiefandbroughtinoneo。

7、fherpalsfromGeneralElectricwhereshepreviouslyworked.Eventually,Pedrolie'spersistenceandpoliticalsavvypaidoffasproductionemployeesworkedoutthekinksintheteam-basedworkprocesses.OrganizationalPoliticsOrganizationalpoliticsrepresentsattemptstoinfluenceothersusingdiscretionarybehaviorstopromotepersonalobjectives.OrganizationalPolitics:GoodorBad?Badconsumetimeanddisruptworkactivities.reducetrustandthemotivationTheethicsoforganizationalpoliticsUtilitarianruleIndividualrightsruleDistributivejust。

8、iceruleTypesofpoliticalactivitiesAttackingorBlamingOthersControllingInformationChannelsFormingCoalitionsCultivatingNetworksCreatingObligationsManagingImpressionsControllingpoliticalbehaviorEnsurethatthereisasufficientsupplyofcriticalresources.Whereresourcesarenecessarilyscarce,introduceclearrulesandregulationstospecifytheuseoftheseresources.Establishafreeflowofinformationsothattheorganizationislessdependentonafewpeopleatthecenterofacommunicationswheel.Useeffectiveorganizationalchangema。

9、nagementpractices—particularlycommunicationandinvolvement--tominimizeuncertaintyduringthechangeprocessRestructureteamandorganizationalnormstorejectpoliticaltacticsthatappeartointerferewiththeorganization'sgoals.。