Report_ Power And Political Behavior (part I)

Chapter 10 Power and Political Behavior

The Concept of Power Power - is the ability to influence someone else. Influence - is the process of affecting the thoughts, behavior, and feelings of another person

The Concept of Power Authority - is the right to influence another person Zone of Indifference - the range in which attempts to influence the employee are perceived as legitimate and are acted on without a great deal of thought

Forms and Sources of Power in Organization Interpersonal Forms of Power - French and Raven identified five forms of interpersonal power that managers use. They are reward, coercive, legitimate, referent, and expert power

Interpersonal Forms of Power Reward Power - is power based on the agent's ability to control rewards that a target wants Coercive Power -is power that is based on the agent's to cause the target to have an unpleasant experience

Interpersonal Forms of Power Legitimate Power - which is similar to authority, is power based on position and mutual agreement. Referent Power - is an elusive power that is based on interpersonal attraction - Charismatic individuals are often thought to have referent power

Interpersonal Forms of Power Expert Power - is the power that exist when the agent has specialized knowledge or skills that the target needs.  The target must trust that the expertise given is accurate  The knowledge involved must be relevant and useful to the target  The target's perception of the agent as an expert is crucial

Using Power Ethically Mangers can work at developing all five of these forms of power for future use. The key to using them well is using them ethically Ethically – fair, orderly, and decent

Forms of Power

Guidelines for use

Reward Power

Verify compliance Make feasible, reasonable request Make only ethical request Offer rewards desired by subordinates Offer only credible rewards

Coercive Power

Inform subordinates of rules and penalties Warn before punishing Administer punishment uniformly Understand the situation before acting Maintain credibility Fit punishment to the infraction Punish in private

Forms of Power

Guidelines for use

Legitimate Power

Be cordial and polite Be confident Be clear and follow up to verify Make sure request is appropriate Explain reasons for request Follow proper channels Exercise power consistently Enforce compliance Be sensitive to subordinate's concerns

Referent Power

Treat subordinates fairly Defend subordinate's interest Be sensitive to subordinates feelings Select subordinates similar to one self Engage in role modeling

Forms of Power

Guidelines for use

Expert Power

Maintain credibility Act confident and decisive Keep informed Recognize employee concerns Avoid threatening subordinates self-esteem

Three question that show the criteria for examining power-related behavior 1. Does the behavior produce a good outcome for people both inside and outside the organization? - this question represents the criterion of utilitarian outcomes 2. Does the behavior respect the rights of all parties? - this question emphasizes the criterion of individual rights

Three question that show the criteria for examining power-related behavior 3. Does the behavior treat all parties equitably and fairly? -this question represents the criterion of distributive justice

Two Faces of Power: One Positive, One Negative ( by: McClelland ) Personal Power - power used for personal gain only Social Power - power used to create motivation or to accomplish group goals

Four power-oriented characteristics  Belief

in the authority system

 Preference

for work and discipline

 Altruism  Belief

in justice

Intergroup Sources of Power Control of critical resources - When one group controls an important resources that another group desires, the first group holds power. Controlling resources needed by another group allows the power-holding group to influence the actions of the less powerful group.

Intergroup Sources of Power Strategic Contingencies - activities that other group depend on in order to complete their tasks.

Three factors can give a group control over a strategic contingency  Ability  High

to cope with uncertainty

degree of centrality within the organization

 Nonsubstitutability