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by: Jessica Lynn

MANA CH. 11 MANA 3318

Jessica Lynn

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About this Document

Chapter 11 Notes
Organization Behavior
Dr. Baldwin
Class Notes
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Popular in Organization Behavior

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This 5 page Class Notes was uploaded by Jessica Lynn on Tuesday April 5, 2016. The Class Notes belongs to MANA 3318 at University of Texas at Arlington taught by Dr. Baldwin in Spring 2016. Since its upload, it has received 13 views. For similar materials see Organization Behavior in Business at University of Texas at Arlington.


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Date Created: 04/05/16
Tuesday, March 29, 2016 Chapter 11 Power and Political Behavior - The Concept of Power power - ability to influence another person • • influence - process of affecting the thoughts, behavior, and feelings of another person • authority - right to influence another person - Interpersonal Forms of Power • reward power - agent’s ability to control the rewards that the target wants - raises, bonuses, promotions; things that are earned • coercive power - agent’s ability to raise an unpleasant experience for a target - penalties: written reprimand, suspension, termination, demotion • legitimate power - power based no position and mutual agreement; agent and target agree that the agent has the right to influence the target - power that is attached to the title of that person; upper management - granted by the employer • referent power - an elusive power that is based on interpersonal attraction - peers that we want to be like • expert power - the power that exists when an agent has specialized knowledge or skills that the target needs - those who have many years os experience in a particular area and therefore has more knowledge • if you don’t trust that person, you’re not going to be influenced by them no matter how much knowledge they have about the job • issues of “battle of the experts” in certain situations • some experts speak on a higher level of communication than the norm 1 Tuesday, March 29, 2016 - Criteria for Using Power Ethically • does the behavior produce a good outcome for people both inside and outside the organization? - utilitarian outcomes; the behavior should result in the greatest good for the greatest number of people • does the behavior respect the rights of the parties? - individual rights; free speech, privacy, due process, etc. • does the behavior treat all parties equitably and fairly? - distributive justice; power-related behavior that treats one party arbitrarily or benefits one party at the expense of another is unethical - Two Faces of Power • negative - power used for personal gain alone - CEO spent $2 Million of company money on his own birthday party as well as combined his bank account with the company’s and embezzled $240 Million. - Mechiavellianism • do what it takes to get own’s way - perfectly fine to take advantage of others to get to their personal goals • better to be feared than loved • don’t have to be concerned with other’s opinions or welfare • positive (social power) - uses power to benefits others and not just themselves - belief in the authority system • not anarchist • support institutions • believe in hierarchy and that order is good - preference for work and discipline • working can provide meaning in overall society - belief in justice 2 Tuesday, March 29, 2016 - altruism • thinking of others needs above their own - Kanter’s Symbols of Power • intercede for someone in trouble • obtain placements for favored employees • exceed budget limitations - if a person does this and management doesn’t get onto them about it, that person is considered to have power • procure above-average raises for employees • place items on meeting agendas - lobbying to get things on agendas, and successfully doing this gives that person power • access to early information • have top managers seek out their opinion common theme: doing things for others - Powerlessness in the Workplace • when people feel overly, closely supervised by the boss • in the middle of friction between two departments - Korda’s Power Symbols (in the Workplace) • furnishing - one may have bigger office with better quality desks and chairs compared to another • time - people who are very busy are people in demand; in group settings, we want those people in our group • standing by - ability to impose your schedule on somebody else; boss has secretary do some of his tasks - Organizational Politics • use of power and influence in organizations 3 Tuesday, March 29, 2016 - Political Behavior • actions not officially sanctioned by an organization that are taken to influence others in order to meet one’s personal goals - Conditions Encouraging Political Activity • unclear goals • autocratic decision making • ambiguous lines of authority • scarce resources • uncertainty Table 11.2: Influence Tactics Used in Organizations 4 Tuesday, March 29, 2016 - Four Dimensions of Empowerment • meaning - fit between work role and the employee’s values and beliefs - engine in which employee’s become energized about their jobs • competence - belief that one has the ability to do the job well • self-determination - having control over the way one does work • impact - belief that one’s job makes a difference within the organization 5


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