BAB 4

HUBUNGAN INDIVIDU DALAM ORGANISASI

• Kepimpinan
• Kuasa & Politik
• Komunikasi Organisasi
 Power & Politics

 Definition & types of Power

 Organizational politics
 The Meaning of Power

 Power is the capacity of a person, team, or

organization to influence others.
 Involve changing the behaviour of another person.
Ex. A has power over person B if B believes A can
force B to comply
 Power is closely related to authority and leadership
 Types of Power
Legitimate Power based on one’s
position in the formal
(authority) hierarchy
Coercive
(punishment power) Formal Power based on fear

Power based on the ability

Reward to distribute something that
others value
Power based on one’s
Expert expertise, special skill, or
knowledge
Power based on
Referent Personal identification with a person
(Charisma) who has resources or traits
Information Power Sole source of critical
information
Prentice Hall, 2002
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 Strategies of Gaining Power
 1. Directly at gaining power
 All political tactics are aimed at acquiring and maintaining
power, even the power to avoid a difficult assignment.
 Six (6) techniques to gaining power:
 1. develop power contacts.
 2. control vital information
 3. Keep informed
 4. Control lines of communication
 5. Bring in outside experts(leaders bring in outside consultants
to legitimate their positions).
 6. make a quick showing (a display of dramatic results can help
gain acceptance for one’s efforts).
 2. Building Relationships
 Much of the organizational politics involves building
positive relationships with network members who can
be helpful now or later.
 Most used:
 Display loyalty
 Manage your impression
 Ask satisfied customers to contact your boss.
 Be courteous, pleasant and positive.
 Ask advice
 Send thank you notes to large numbers of people
 Flatter other sensibly
 3. Avoiding political Blunders
 A strategy for retaining power is to refrain from
making power eroding blunders which can prevent
one from attaining power.
 Criticizing the boss in a public forum
 Bypassing the manager
 Overt displays of disloyalty
 Being a pest
 Being or perceived as a poor team player
 Burning your bridges
 Declining an offer from top management
 Power & Leadership

 Acquiring and using power and influence.

 Three dimensions of managerial power and
influence.
 Downward.
 Upward.
 Lateral.
 Effective managers build and maintain position
power and personal power to exercise
downward, upward, and lateral influence.

Organizational Behavior: Chapter 15 8

What is empowerment, and how can
managers empower others?

 Empowerment.
 The process by which managers help others to
acquire and use the power needed to make
decisions affecting themselves and their work.
 Considers power to be something that can be
shared by everyone working in flatter and more
collegial organizations.
 Provides the foundation for self-managing work
teams and other employee involvement groups.
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 What is empowerment, and how can
managers empower others?
 The power keys to empowerment.

 Ways to empower others.

 i. Changing position power.

 ii. Expanding the zone of indifference.

 Power as an expanding pie.
 With empowerment, employees must be trained to expand their
power and their new influence potential.
 Empowerment changes the dynamics between supervisors and
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subordinates.
 Organizational Politics

 Attempts to influence others using discretionary

behaviours to promote personal objectives

 The use of power to influence decisions & achieved

desired outcomes

 Politics may be good or bad for the organization

 Power & politics often have negative connotations

because people associate them with attempts to use
organizational resources for personal advantage & to
achieve personal goals at the expense of other goals
 Organizational Politics: More Likely at
the Top
Extent to Which Political Activity is Likely (range 0-3)

1.3 Political activity (1.22)

1.2 is perceived to
increase at higher (1.07)
1.1
organizational levels
1.0
.9
.8
(.73)
.7
(.54)
.6 (.50)
.5
.4
.3 (.18)
.2
.1
Production and Clerical and Technical and Lower Middle Upper
blue collar white collar professional management management management
Organizational Level
Types of Organizational Politics
Managing Attacking and
impressions blaming

Creating
Types of Controlling
obligations Organizational information
Politics

Cultivating Forming
networks coalitions
 Reciprocity Concept
• A concept of “reciprocal altruism”, as introduced by
Robert Trivers
• Suggests that altruism, defined as an act of helping
someone else although incurring some cost for this
act, since it might be beneficial to incur this cost if
there is a chance of being in a reverse situation
where the person whom has been helped before
may perform an altruistic act.
• Law of Reciprocity
– Mutually beneficial exchanges
 Reciprocity (cont..)
• Reciprocity in social psychology refers to responding to a
positive action with another positive action, rewarding kind
actions.
• As a social construct, reciprocity means that in response to
friendly actions, people are frequently much nicer and much
more cooperative & conversely, in response to hostile actions
they are frequently much more nasty and even brutal
• With reciprocity, a small favor can produce a sense of obligation
to a larger return favor.
• Help to develop and continue relationships with people.
• Positive reciprocity -inclinations to give back in a cooperative
manner.
• Negative reciprocity -retaliatory aspects i.e. the aspects of
trying to get back and cause harm.
 Leadership

 A person who leads others along a way; a

guide
 Leadership is a complex process involving
three dimensions: the leader; the
employees; and the demands of the
situation
 The ability to influence a group toward the
achievement of a particular goal.
 Approaches to Leadership

• Power-Influence
• Traits and skills
• Leader Behavior
• Situational Approaches
• Reciprocal Approaches
• Leader emergence
Leadership
 Types of Leadership

 1) Autocratic
 2) Democratic (participative)
 3) Laissez faire (Free –rein)
 4) Paternalistic
 Autocratic

 Leader makes decisions without reference to

anyone else
 High degree of dependency on the leader
 Can create de-motivation and alienation
of staff
 May be valuable in some types of business
where decisions need to be made quickly and
decisively
 Democratic

 Encourages decision making from different

perspectives
 Consultative: process of consultation before decisions
are taken
 Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct
 May help motivation and involvement
 Workers feel ownership of the firm and its ideas
 Improves the sharing of ideas
and experiences within the business
 Can delay decision making
 Laissez-Faire

 ‘Let it be’ – the leadership responsibilities

are shared by all
 Can be very useful in businesses
where creative ideas are important
 Can be highly motivational,
as people have control over their working life
 Can make coordination and decision making
time-consuming and lacking in overall direction
 Relies on good team work
 Relies on good interpersonal relations
 Paternalistic

 Leader acts as a ‘father figure’

 Paternalistic leader makes decision but
may consult
 Believes in the need to support staff
 Theories of Leadership
 1. Born with leadership traits
 Not sure what those characteristics were:
 Height
 Weight
 Appearance
 Intelligence
 Disposition
 Inconsistent findings
 Certain traits may enhance the perception that
somebody is a leader
• Does this imply that leaders are born not bred?
 Theories of Leadership

 2. Behavioural:
 Imply that leaders can be trained – focus on
the way of doing things
 Structure based behavioural theories – focus on the
leader instituting structures – task orientated
 Relationship based behavioural theories – focus on
the development and maintenance of relationships
– process orientated
 Theories of Leadership

 3. Contingency Theories:
 Leadership as being more flexible – different
leadership styles used at different times depending
on the circumstance.
 Match leaders to appropriate situations
 Try to predict which traits and/or behaviors will result
in leadership success given the situational variables
 A leader’s effectiveness depends on how well the
leader’s style fits the context
 Path-Goal Theory

 Path Goal theory is about how leaders motivate

subordinates to accomplish designated goals
 The stated goal of leadership is to enhance employee
performance and employee satisfaction by focusing on
employee motivation
 Emphasizes the relationship between the leader’s style
and characteristics of the subordinates and the work
setting
 The leader must use a style that best meets the
subordinates motivational needs
 Theories of Leadership
 Transformational:
 Widespread changes to a business or organisation
 Inspirational, idea-oriented, visionary
 Communicates high expectations & a need for change
 Unpredictable
 Relies on referent or charismatic power
 Raises level of awareness and commitment
 Requires:
 Long term strategic planning
 Clear objectives
 Clear vision
 Leading by example – walk the walk
 Efficiency of systems and processes
 LIFE-CYCLE (MATURITY) THEORY
Leader behaviors need to vary, depending on the maturity of the workers

Directive style (telling)

Gives clear direction & instructions to immature employees
Followers are unable and unwilling (insecure)
Coaching style (selling)
Expands two-way communication, helps maturing employees build confidence
and motivation
Followers are unable, but willing to try
Supporting style (participating)
Employee feel competent, active two-way communication still needed for
shared decisions
Followers are able but apprehensive
Autonomous style (delegating)
Gives responsibilities for planning and decision making to highly mature
employees
Followers are able and willing
 Factors Affecting Style of Leadership

 Leadership style may be dependent on various

factors:
 Risk - decision making and change initiatives based on degree of
risk involved
 Type of business /main activities
 How important change is – change for change’s sake?
 Organisational culture – may be long embedded and difficult to
change
 Nature of the task – needing cooperation? Direction? Structure?
 KOMUNIKASI ORGANISASI
 “Communication is the basis for the way in
which an organization functions”
 Organization - Greek origins
 Organon - “tool” or “instrument”
 organizations can be understood as active and
dynamic mergers of human behaviors and
technological operations.
 Communication is both the means by which the tool
or instrument (organization) is created and sustained
& the coordinating mechanism for activity designed
to attain personal and organizational goals.
 Definitions of Organizational
Communication
 “…the process of creating, exchanging, interpreting
(correctly or incorrectly), and storing messages within
a system of human interrelationships.”

 “…the exchange of oral, nonverbal, and written

messages in a system of interrelated and
interdependent people working to accomplish
common tasks and goals within an organization.”
 Organizational communication functioned to organize
task performance and to clarify rules and regulations
 Communication Channels in
Organizations
 Organizations depend on teamwork
 Good communication builds teamwork by
 permitting two-way communication
 unifying group behavior
 Use both formal and information channels
 Formal Channel :-
i) Vertical channels
 between top and lowest levels
ii) Horizontal channels
 people on the same level
 Informal Channels
 Also known as the “grapevine”
 It means gossip or rumor, usually gossip that spreads
and covers a lot of people
 Exists in all organizations
 Can be both positive and negative
 Information passes quickly
 Can clarify message from formal channels
 Provides for employees’ social needs
 Messages can be distorted, abbreviated,
exaggerated, or completely inaccurate
 Halangan Komunikasi

 1. Persepsi
 2. kebisingan
 3. emosi
 4. tapisan
 5. pemilihan media
 6. kewibawaan penyampai
 Improving Organizational
Communication

 Develop an effective listening environment

 Encourage upward communication
 employees sharing feelings and ideas with
management
 Remove barriers that prevent open
communication
 builds trust among all employees,
regardless of position