组织行为学课件lecture 9

OrganizationalPowerandPoliticsJayPower,influence&PoliticsatNABNationalAustraliaBankroguetraderLukeDuffyandhiscolleaguescreatedlossesof$350million,thanksinpartofDuff’spowerandinfluencetactics.ThemeaningofPowerPoweristhecapacityofaperson,team,ororganizationtoinfluenceothersThepotentialtoinfluenceothersPeoplehavepowertheydon’tuseandmaynotknowtheypossessPowerrequiresoneperson’sperceptionofdependenceonanotherpersonPowerandDependenceModelofPowerinOrganizationsSourceofPowerAgreementthatpeopleincertainrolecanrequestcertainbehaviorsofothersBasedonjobdescriptionsandmutualagreementfromthoseexpectedtoabidebythisauthorityLegitimatepowerrange(zoneofindifference)isinhighpowerdistanceculturesSourceofPowerAbilitytocontroltheallocationofrewardsvaluedbyothersandtoremovenegativesanctionsOperatesupwardaswellasdownwardSourceofPowerAbilitytoapplypunishmentExistsupwardaswellasdownwardPeerpressureisformofcoercivepowerSourceofPowerIndividual’sorworkunit’scapacitytoinfluenceothersbypossessingknowledgeorskillsthattheyvalueEmployeesgainingexpertpowerovercompaniesinknowledgeeconomySourceofpowerOccurswhenothersidentifywith,like,orotherwiserespectthepersonAssociatedwithcharismaticleadershipInformationPoweratLoweCounselInformationaboutthefuturehelpscompaniestocopewithenvironmentaluncertainties,sotrendspotterslikeZoeLazarusandRichardWelchatLoweCounsel(shownhere)potentiallywieldconsiderablepower.InformationandPowerControloverinformationflowBasedonlegitimatepowerRelatestoformalcommunicationnetworkCommonincentralizedstructures(wheelpattern)CopingwithuncertaintyThosewhoknowhowtocopewithorganizationaluncertaintiesgainpowerPreventionForecastingAbsorptionContingenciesofpowerIncreasingNon-substitutabilityCentralityCentralityreferstothedegreeandnatureofinterdependencebetweenthepowerholderandothers.howmanypeopleareaffectedbyyouractionshowquicklypeopleareaffectedbyyouractionsDiscretionThefreedomtomakedecisionswithoutreferringtoaspecificruleorreceivingpermissionfromsomeoneelse,isanotherimportantcontingencyofpowerinorganizations.VisibilityPowerdoesnotflowtounknownpeopleintheorganization.Rather,employeesgainpowerbymakingtheirsourcesofpowerknowntoothers.ConsequencesofPowerCoercivepowerisgenerallytheleastdesirablesourceRewardandlegitimatepowertendtoproducecomplianceCommitmentisthemostcommonconsequenceofexpertandreferentpowerSexualHarassmentSexualharassmentreferstounwelcomeconductofasexualnaturethatdetrimentallyaffectstheworkenvironmentorleadstoadversejob-relatedconsequencesforitsvictims.OrganizationPoliticsCharlenePedroliewasreadyfortroublewhenshereplacedRoweFurnitureCompany'soldassemblylinewithanewteam-basedworkstructure.AsRowe'sheadofmanufacturing,sheknewtherewouldbeglitchesandplentyofresistance.NaysayersincorporateofficeshooktheirheadsanddistancedthemselvesfromPedrolie'sexperiment.Thentherewerethecomputerpeoplewhodalliedoverherurgentrequestsformoreinformation.Usinghersharpestpoliticalskills,Pedrolieengineeredtheousterofthefirm'scomputerchiefandbroughtinoneofherpalsfromGeneralElectricwhereshepreviouslyworked.Eventually,Pedrolie'spersistenceandpoliticalsavvypaidoffasproductionemployeesworkedoutthekinksintheteam-basedworkprocesses.OrganizationalPoliticsOrganizationalpoliticsrepresentsattemptstoinfluenceothersusingdiscretionarybehaviorstopromotepersonalobjectives.OrganizationalPolitics:GoodorBad?Badconsumetimeanddisruptworkactivities.reducetrustandthemotivationTheethicsoforganizationalpoliticsUtilitarianruleIndividualrightsruleDistributivejusticeruleTypesofpoliticalactivitiesAttackingorBlamingOthersControllingInformationChannelsFormingCoalitionsCultivatingNetworksCreatingObligationsManagingImpressionsControllingpoliticalbehaviorEnsurethatthereisasufficientsupplyofcriticalresources.Whereresourcesarenecessarilyscarce,introduceclearrulesandregulationstospecifytheuseoftheseresources.Establishafreeflowofinformationsothattheorganizationislessdependentonafewpeopleatthecenterofacommunicationswheel.Useeffectiveorganizationalchangemanagementpractices—particularlycommunicationandinvolvement--tominimizeuncertaintyduringthechangeprocessRestructureteamandorganizationalnormstorejectpoliticaltacticsthatappeartointerferewiththeorganization'sgoals.