【管理类】组织行为学(8)

Chapter12Power&Politics§12.1Powerpower&leadershiparecloselyintertwined,leadersusepowerasameansofattaininggoals.Differences--1.goalcompatibilitybetweenleaders&theled;2.directionofinfluence;3.researchemphasis,style;tacticsforgainingcompliance1.DefinitionTheabilitytogetotherstodosth.Theywouldnotdooutoftheirself-interest•AcapacitythatAhastoinfluencethebehaviorofBsothatBdoesthingsheorshewouldnototherwisedo•implication:1.apotentialthatneedn’tbeactualizedtobeeffective;2.adependencyrelationship;3.Bhasdiscretionoverhisownbehavior•dependency:B’srelationshiptoAwhenApossessessth.ThatBrequires2.Base(sources)ofPower5categoryclassificationschemebyFrench&Raven•Coercive:beingdependentonfear--thenegativeresultduetoapplication•reward:complianceachievedbasedontheabilitytodistributerewardsthatothersviewsasvaluable•legitimate:thepowerreceivedasaresultofhispositionintheformalhierarchyofanorganization•expert:influencebasedonspecialskillsorknowledge•referent:--possessionbyanindividualofdesirableresourceorpersonaltraits.Outofadmiration3.Thekeytopower•Generalpostulate:thegreatB’sdependencyonA,thegreatthepowerAhasoverB•dependencyincreaseswhentheresourceyoucontrolisimportant,scarce,&nonsubstitutable•importance:whocanabsorbanorganization’suncertaintywillbeperceivedasimportant•scarcity:aresourceneedstobeperceivedasscarce•nonsubstitutability:elasticityofpower:therelativeresponsivenessofpowertochangesinavailablealternative4.Identifywherethepoweris•Atthedepartmentlevel:theproportionoftop-levelmanagers’coming;representativesoncross-functionalteams&committee;salarycomparisonatthesamelevel;comparisonoftheaveragesizeofofficesforpeople;relativesizegrowth,promotionrate•Attheindividuallevel:theabilitytointercedefavorablyonbehalfofsomeoneintrouble;togetapprovalforextraexpenditure;getagendaatmajormeetings,getfastaccesstotopD-M.5.Powertacticswaysinwhichpowerholdertranslatepowerbasisintospecificactions•Reason:logicalorrationalpresentation•friendliness:useofflattery,creationofgoodwill,actinghumble,friendlypriortomakingarequest•coalition:gettingother’ssupporttobackupreques•bargaining:negotiationthroughfavorsexchange•assertiveness:useofadirect&forcefulapproachsuchasdemandingcompliancewithrequest•higherauthority:gainingthesupportofhigher•sanction:5.Powertactics•UsagefrommosttoleastpopularUpwardinfluence:R,C,F,B,A,HDownwardinfluence:R,A,F,C,B,H,S•uncovered4contingentvariables:themanager’srelativepower,objectivesforwantingtoinfluence,expectationofthetargetperson’swillingnesstocomply,theorganizationalculture6.Poweringroup:Coalition•Strengthinnumbers.ifit’sdifficult,risky,costlyorimpossibletobuildapersonalpowerbase,effortswillbemadetoformacoalitionbyjoiningtogether•coalitioninorganizationoftenseektomaximizetheirsize;morecoalitionwillbecreatedtherebeingagreatdealoftask&resourceinterdependence;themoreroutinethetaskofagroup,thegreatthelikelihoodofcoalitionformationChapter12Power&Politics§12.2Politics:PowerinActionkeyelements:attempttouseone’spowerbasesoutsideone’sspecificjobrequirement;influencethedistributionofadvantages&disadvantages1.Definition•Thoseactivitiesthatarenotrequiredaspartofone’sformalroleintheorganization,butthatinfluence,orattempttoinfluence,thedistributionofadvantages&disadvantageswithintheorganization•legitimate--:normaleverydaypoliticssuchascomplaint,bypassing,coalition,excessiveadherence•illegitimate--:extremepoliticalbehaviorthatviolatestheimpliedrulesofgames----sabotage,symbolicprotests,groupcallinginsickconcurrentl2.Therealityofpolitics•Differentvalues,goals,&interests--potentialforconflictoverresources•Scarceresources---turnspotentialintorealconflict.Onegainsattheexpenseofothers,competition•mostdecisionsaremadeinaclimateofambiguitypoliticking3.Factorscontributingtopolitics•Individualfactors:highself-monitors,internallocusofcontrol,highMachiavellian;Individual’sinvestmentintheorganization,perceivedjobalternatives,expectationsofsuccess•organizationalfactors:reallocationofresources,promotionopportunities,lowtrust,roleambiguity,unclearperformanceevaluationsystem,0-sumrewardpractices,democraticD-M,highperformancepressures,self-servingseniormanager4.Politickingimprovingyourpoliticaleffectiveness•Frameargumentsintermsoforganizationgoals•developtherightimage•gaincontroloforganizationalresources•makeyourselfappearindispensable--nosubstitute•bevisible•developpowerfulallies•avoid“tainted”members---statusisquestionable•supportyourboss5.Impressionmanagement•Theprocessbywhichindividualsattempttocontroltheimpressionothersformofthem•IMtechniques:conformity--agreewithother’sopiniontogain--excuses--explanationsofapredicamentevent,apologies-admittingresponsibilityforundesirableevent,acclaiming--explanationsoffavorableevents,flattery--complimentingothersabouttheirvirtues,favors--doingsth.Niceforsomeone,association--managingrelevantinformation6.DefensiveBehaviorprotectionofself-interestaswellaspromotion•Reaction&protectivebehaviorstoavoidaction,blame,orchange•avoidingaction:overconforming-rigidadherencetorulespassingthebuck--transferdutytoothersplayingdumb--f