BUS209

Chapter 10
 ORGANIZATIONAL INFLUENCE
 As organizations become increasingly global, the
ability to influence others has become a must have for
leaders. When working across functions and
geographies, leaders are often expected to produce
results through people over whom they have no direct
authority.
 Effective leaders and managers know how to
influence people. In most organizations, it’s not about
authority, it’s about influence.
 When you are clear about your personal power of
influence, you will be able to utilize your strengths
and manage your leadership gaps to engage others
with purpose and high respect and increase
motivation and productivity in the workplace.
PRIVACY

Governments

Employers
Businesses
 WHAT IS EMPLOYEE MONITORING?
 Employee monitoring is the act of surveying employee
activity. A business using employee monitoring on a
computer can measure productivity, track attendance,
ensure security and collect proof of hours worked.
 Organizations engage in employee monitoring to track
performance, avoid legal liability, protect trade secrets,
and address other security concerns. The practice may
impact employee satisfaction due to its impact on privacy.
 Companies can monitor almost 100 percent of employee
activity and communication, including:
1. Email
2. Keystroke logging
3. Computer screen recording
4. Phone use
5. Video/audio surveillance
6. GPS tracking by vehicle
7. Social Media Monitoring
 EMPLOYEE PRIVACY AND ETHICAL ISSUES
 Employee monitoring often is in conflict with employees'
privacy. Monitoring often collects not only work-related
activities, but also employee's personal, not related to
work information.
 Monitoring in the workplace may put employers and
employees at odds because both sides are trying to protect
personal interests.
 Employees want to maintain privacy while employers
want to ensure company resources aren't misused.
 The employee needs to understand what is expected of
them while the employer needs to establish that rule.
 WORKPLACE MONITORING

 Employers want to be sure their employees are doing a good job,

but employees don't want their every movement logged. That's
the essential conflict of workplace monitoring.
 New technologies make it possible for employers to monitor
many aspects of their employees' jobs, especially on telephones,
computer terminals, through electronic and voice mail, and
when employees are using the Internet. Your employer may
listen, watch and read most of your workplace communications.
 One company offers technology that claims to provide insight
into individual employee behavior based on the trail of "digital
footprints" created each day in the workplace. This behavioral
modeling technology can piece together all of these electronic
records to provide behavior patterns that employers may utilize
to evaluate employee performance and conduct.
 Recent surveys have found that a majority of employers monitor
their employees.
 WORKPLACE PRIVACY
1. Telephone Monitoring
A. Can my employer listen to my phone calls at work?
B. Can my employer obtain a record of my phone calls?

2. Computer Monitoring
A. Is my employer allowed to see what is on my terminal while I am working?
B. How can I tell if I am being monitored at my terminal?

3. Electronic Mail and Voice Mail

A. Is electronic mail private? What about voice mail?
B. When I delete messages from my terminal, are they still in the system?
C. Are my text messages on an employer-provided cell phone private?

4. Social Media Monitoring

A. Can I be fired over what I post on social media sites?

5. Video Monitoring
A. Can employers use video monitoring in the workplace?
B. Are there situations where an employer cannot use video cameras?
C. What about video cameras that include audio surveillance?
 BETTER EMPLOYEE INSIGHTS
 The typical full-timer is paid for 8 hours of work each day—but
he or she is wasting between 90 to 270 minutes. To see how much
money this is costing you, let’s use an extremely simplified
example.
 Suppose you only have two employees. You’re paying both
minimum wage, which in your state is $11 per hour. Every day,
they together waste four hours: $44 down the drain. Using the
standard 261-workday calendar, you’ll lose $11,484 per year. And
that’s if you’ve only got two people on staff!
 When a Dallas restaurant started using software to track each
waiter’s activities, including their tickets, dishes, and drinks,
management was primarily trying to tamp down employee theft.
However, the data also ended up revealing which waiters were
the most productive. One of these waiter, Jim Sullivan, was
rewarded with a management position when the chain opened up
a new location.
 Monitoring your employees doesn’t just identify the lowest
performers—it also spotlights the highest performers (so you can
promote them!)
LAN BASED EMPLOYEE MONITORING
ACCESS CONTROL
EXCHANGE SERVER EMAIL MONITORING
 Target Phone Login and Logout Procedures

 Upon arrival for work you need to login to your desk

telephone.
 Press the “Log In” button and enter your 5 digit login
number.
 Make sure the “Send Calls” light is NOT on during
normal work hours.
 Before departing at the end of your work day you need to
“Log Out” from your desk phone.
 After pressing “Logout” you will hear a quick couple of
beeps, press “Send Calls” before leaving.
 RIGHTS OF PRIVACY
 Organizational invasion of a person’s private life and
unauthorized release of confidential information about
a person in a way that would cause emotional harm or
suffering. Example :
 PRIVACY

criminal record
transportation complaints
data finger prints
medical
records
financial
regulatory
employment financial
environmental permits
census
grocery store credit cards
organizations purchases
scanner data
phone

subscriptions
education loans & licenses
SOCIAL SECURITY CARD & CREDIT HISTORY
DRUG TEST
 HAIR DRUG TESTING
 Hair drug testing is a method that can detect drug use
over a much longer period of time, and is often used for
highly safety-critical positions where there is zero
tolerance of illegal drug use.
 The claim that a hair test cannot be tampered with has
been shown to be debatable.
 Hair analysis to detect drugs of abuse has been used by
court systems in the United States, United Kingdom,
Canada, and other countries worldwide.
 In the United States, hair testing has been accepted in
court cases as forensic evidence.
 As such, hair testing results are legally and
scientifically recognized as admissible evidence
Fist Finder, Sonar Finder,
Under Ice fish finder
 GOOGLE EARTH
 Google Earth is a virtual globe, map and geographical
information program that was originally called
EarthViewer 3D, and was created by Keyhole, Inc, a
Central Intelligence Agency (CIA) funded company
acquired by Google in 2004
 It maps the Earth by the superimposition of images
obtained from satellite imagery, aerial photography
and GIS 3D globe.
 The name "Keyhole" is also a homage to the KH
satellites, the original eye-in-the-sky military system
now some 50 years old.
 DISCRIMINATION

 Discrimination is the prejudicial treatment of an individual based on

their membership in a certain group or category like:
 Age
 Disability
 National Origin
 Pregnancy
 Race/Color
 Religion
 Gender
Organizations promote politicking when they reduce
resources in order to improve performance.
As part of a restructuring program, Germany’s Allianz AG
announced plans to eliminate 5,000 jobs at its insurance
operation and 2,500 jobs at its banking subsidiary.
Allianz stated that the job cuts were necessary to improve
efficiency and to increase its competitiveness and would
result in savings of between $600 and $750,000 million.
The company’s cost-cutting measures stimulated conflict
and political activity, as trade union workers joined
Allianz employees in staging a token strike to safeguard
their jobs.
 POLITICS AT JOB
We all know friends or relatives who regularly complain
about the politics at their job. But how do people in general
react to organizational politics?
For most people—who have modest political skills or are
unwilling to play the politics game— outcomes tend to be
mostly negative.
Very strong evidence indicates, for instance, that
perceptions of organizational politics are negatively related
to job satisfaction.
The perception of politics also tends to increase job anxiety
and stress, possibly because people believe they may be
losing ground to others who are active politickers.
When employees of two agencies in a recent study viewed
their work environments as political, they reported higher
levels of job distress and were less likely to help their co-
workers
 IMPRESSION MANAGEMENT
People have an ongoing interest in how others recognize and
evaluate them. North Americans spend billions of dollars on
diets, health club memberships, cosmetics, and plastic
surgery—all intended to make them more attractive to others
Being apparent positively by others should have benefits for
people in organizations. It might help them initially to get the
jobs they want in an organization and, once hired, to get
favorable evaluations, superior salary increases, and more
rapid promotions.
In a political context, it might help bend the distribution of
advantages in their favor.
The process by which individuals attempt to control the
impression others form of them is called impression
management. Keep in mind that when people engage in IM,
they are sending a false message
 DEFENSIVE BEHAVIORS
Avoiding Action
1. Overconforming: Strictly interpreting your
responsibility by saying things like “The rules clearly
state . . . ” or “This is the way we’ve always done it.”
2. Buck passing. Transferring responsibility for the
execution of a task or decision to someone else.
3. Playing dumb. Avoiding an unwanted task by falsely
pleading ignorance or inability.
4. Stretching. Prolonging a task so that one person
appears to be occupied—for example, turning a two-
week task into a 4-month job.
 Avoiding Blame
1. Buffing. This is a nice way to refer to “covering your
rear.” It describes the practice of rigorously documenting
activity to project an image of competence and
thoroughness.
2. Playing safe. Escaping situations that may reflect
unfavorably. It includes taking on only projects with a
high probability of success, having risky decisions
approved by superiors, qualifying expressions of
judgment, and taking neutral positions in conflicts.
3. Justifying. Developing explanations that lessen one’s
responsibility for a negative outcome and/or apologizing
to demonstrate remorse, or both.
4. Misrepresenting. Manipulation of information by
distortion, embellishment, deception, selective
presentation, or obfuscation.
 Avoiding Change

Prevention. Trying to prevent a threatening change

from occurring.
Self-protection. Acting in ways to protect one’s self-
interest during change by guarding information or
other resources.
 IMPRESSION MANAGEMENT (IM) TECHNIQUES

Conformity: Agreeing with someone else’s opinion to

gain his or her approval is a form of ingratiation.
Example: A manager tells his boss, “You’re
absolutely right on your reorganization plan for the
western regional office. I couldn’t agree with you
more.”
Favors: Doing something nice for someone to gain that
person’s approval is a form of Ingratiation , a
psychological technique in which an individual
attempts to influence another person by becoming
more likeable to their target
Apologies: Admitting responsibility for an undesirable
event and simultaneously seeking to get a pardon for
the action is a defensive IM technique. .
Self-Promotion: Highlighting one’s best qualities,
downplaying one’s deficits, and calling attention to
one’s achievements is a self-focused IM technique.
Enhancement: Claiming that something you did is
more valuable than most other members of the
organizations would think is a self-focused IM
technique.
Exemplification: Doing more than you need to in an
effort to show how dedicated and hard working you are
is an assertive IM technique.
Example: An employee sends e-mails from his work
computer when he works late so that his supervisor
will know how long he’s been working.
 Second grader in wheelchair set apart from classmates in school photo

 The mother of Miles Ambridge was heartbroken to see that her seven-year-old boy,
who has spinal muscular atrophy and, as a result, must use a wheelchair, had been
placed, chair and all, far off to the side from the rest of his classmates.
 This physical distance emphasizes the fact that he’s not included in the group,
Belanger tells The Province, and the photo serves as the most egregious example so
 AFFIRMATIVE ACTION

 In the United States, affirmative action refers to equal

opportunity employment measures that Federal
contractors and subcontractors are legally required to
adopt.
 These measures are intended to prevent discrimination
against employees or applicants for employment, on the
basis of "color, religion, sex, or national origin“
 Affirmative action in the United States began as a tool
to address the persistent discrimination against African
Americans in the 1960s.
SEXUAL HARASSMENT

 It is unlawful to harass a person (an

applicant or employee) because of that
person’s gender.
 Sexual harassment in India is termed "Eve
teasing”
 Although there is no specific law against sexual
harassment at workplace in India, many
provisions in other legislations provide some
protection against sexual harassment at
workplace, such as Indian Penal Code (IPC)
Section 354 which deals with "assault or criminal
force to a woman with the intent to outrage her
modesty, and Section 509, IPC deals with "word,
gesture or act intended to insult the modesty of a
woman.
JOB ENLARGEMENT VS JOB ENRICHMENT

 The difference between job enrichment and job

enlargement is quality and quantity.
 Job enrichment means improvement, or an increase with
the help of upgrading and development,
 whereas job enlargement means to add more duties, and
an increased workload.
 By job enrichment, an employee finds satisfaction in
respect to their position and personal growth
potential
 By job enlargement refers to having additional
duties and responsibilities in a current job
description.
QUALITY OF WORK LIFE
 A whistleblower is a person who tells the public
or someone in authority about suspected
dishonest or illegal activities (misconduct)
occurring in a government department, a public
or private organization, or a company.
 The suspected misconduct may be classified in many
ways; for example, a violation of a law, rule, regulation
and/or a direct threat to public interest, such as fraud,
health/safety violations, and corruption.
 Whistleblowers may make their allegations internally
(for example, to other people within the accused
organization) or externally (to regulators, law
enforcement agencies, to the media or to groups
concerned with the issues).