Professional Documents
Culture Documents
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Power, politics and persuasion
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
Overview
Defining power and counterpower Contingencies of power CASE - Foreign exchange confrontation (p. 423) Consequences of power VIDEO - The Whitehall Studies Empowerment Harassment Models of organisations Organisational politics Persuasion
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
10. Identify ways to control dysfunctional organisational politics. 11. Summarise the key features of persuasive communication.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
Politics of telecommuting
Gary Withers, managing director of Drake International New Zealand, leads the Auckland-based consulting firm from his home in Queenstown. Withers says telecommuting keeps him away from office politics, but experts warn that telecommuters may become victims of office politics.
Southland Times/(New Zealand)
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
Defining power
Power is the capacity of a person, team or organisation to influence others
the potential to influence others people have power they dont use and may not know they possess power requires one persons perception of dependence on another person
Southland Times/(New Zealand)
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
Person A
Person B
Person Bs goals
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
Contingencies of power
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
Sources of power
Legitimate power Reward power Coercive power Expert power
Reuters Archive Photos
Referent power
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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AFP/CORBIS
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Increasing non-substitutability
Differentiation
Controlling tasks
Increasing non-substitutability
Controlling labour Controlling knowledge
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Contingencies of power
Sources of power Contingencies of power
Substitutability Centrality Discretion Visibility
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Consequences of power
Sources of power Expert power Referent power Legitimate power Reward power Coercive power Consequences of power
Commitment
Compliance
Resistance
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Empowerment
Empowerment is power sharing, the delegation of power or authority to subordinates in the organization. (Daft, 1995). DISCUSSION Identify tactics that empower employees at the lower levels of the organisation. How would these differ from tactics that might work with middle managers?
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Disempowering tactics
Reduce task variety and flexibility.
CEM
Establish lots of rules, precedents, routines. Do not reward unusual or innovative performance. Require approvals for non-routine tasks. Assign tasks peripheral to the core business. Locate away from influential people and action. Reduce flow of organisational information. Reduce contact with senior staff. Reduce participation in programmes, meetings etc. Reduce participation in decision making and problem solving activities.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Organisational politics
Attempts to influence others using discretionary behaviours to promote personal objectives
discretionary behaviours neither explicitly prescribed nor prohibited
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Creating obligations
Controlling information
Cultivating networks
Forming coalitions
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Personal characteristics
Scarce resources
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Persuasive communication
Communication medium
Message content Present all sides Few arguments Emotional appeals Inoculation effect
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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Summary
Power is an important OB theme as the power to influence others and the way this is done contribute to culture of an organisation and ultimately its success.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
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