Professional Documents
Culture Documents
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Learning Objectives
1. Define power and review the bases of individual power.
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What Is Power?
Power is the capacity to influence others who are in a state of dependence. It is not always perceived or exercised. It does not imply a poor relationship between the powerholder and the target of power. Power can flow in any direction in an organization. Power applies to both individuals and groups.
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Legitimate Power
Power derived from a persons position or job in an organization. It is based on ones authority and level in an organizations hierarchy. Legitimate power works because people have been socialized to accept its influence.
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Reward Power
Power derived from the ability to provide positive outcomes and prevent negative outcomes. It corresponds to the concept of positive reinforcement.
Any organizational member can attempt to exert influence over others with praise, compliments, and flattery.
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Coercive Power
Power derived from the use of punishment and threat. Lower-level organizational members can also apply their share of coercion. When managers use coercive power, it is generally ineffective and can provoke considerable employee resistance.
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Referent Power
Power derived from being well liked by others.
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Expert Power
Power derived from having special information or expertise that is valued by an organization. Expert power corresponds to difficulty of replacement. Expert power is a valuable asset for managers.
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People obtain power in organizations by doing certain activities and developing informal relationships with the right people.
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Empowerment
Empowerment means giving people the authority, opportunity, and motivation to take initiative and solve organizational problems. People who are empowered have a strong sense of self-efficacy.
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Empowerment (continued)
Empowerment puts power where it is needed to make the organization effective. Empowerment should lead to effective performance when people have sufficient power to carry out their jobs.
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Using rationality as an influence tactic has been found to be particularly effective for men.
A particularly ineffective influence style is a shotgun style that is high on all tactics. Using ingratiation as an influence tactic has been found to be particularly effective for women.
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Institutional managers are superior in giving subordinates a sense of responsibility, clarifying organizational priorities, and instilling team spirit.
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Centrality
Substitutability
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Scarcity
Differences in subunit power are likely to be magnified when resources become scarce. Subunits tend to acquire power when they are able to secure scarce resources that are important to the organization as a whole.
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Uncertainty
Organizations face many sources of uncertainty that can create problems. Subunits that are most capable of coping with uncertainty and providing the organization with greater control over what it finds problematic and can create more certainty tend to acquire power. Changes in the sources of uncertainty frequently lead to shifts in subunit power.
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Centrality
Subunits whose activities are most central to the work flow of the organization should acquire more power. A subunits activities can be central when: it influences the work of most other subunits; it has an especially crucial impact on the quantity or quality of the organizations key product or service; and its impact is more immediate.
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Substitutability
If a subunits staff cannot be easily replaced (it is non-substitutable), it can acquire substantial power. A change in the labour market can result in a change in a subunits influence.
If work can be contracted out, the power of the subunit that usually performs these activities is reduced.
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Organizational Politics
The pursuit of self-interest in an organization, whether or not this self-interest corresponds to organizational goals. Frequently, politics involves using means of influence that the organization does not sanction or pursuing ends or goals that it does not sanction. Political activity is self-conscious and intentional.
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Social astuteness
Interpersonal influence Apparent sincerity
Networking ability
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Networking
Networking involves establishing good relations with key organizational members or outsiders to accomplish ones goals. It involves developing informal social contacts to enlist the cooperation of others when their support is necessary. Upper-level managers often establish very large political networks both inside and outside the organization.
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Networking (continued)
There are several aspects to networking:
Maintaining contacts
Socializing Engaging in professional activities
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Networking (continued)
Research has found those high in self-esteem and extraversion to be more likely to engage in networking behaviours. Engaging in professional activities and increasing internal visibility were most associated with career success but only for men. Networking has increased in importance.
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Networking (continued)
Being central in a large network provides power especially if the network is diverse and consists of those who themselves hold power.
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Machiavellianism
A set of cynical beliefs about human nature, morality, and the permissibility of using various tactics to achieve ones ends. A stable personality trait. High Machs are more likely to advocate the use of lying and deceit to achieve desired goals. High Machs assume that the ends justify the means.
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Machiavellianism (continued)
They are cool and calculating and insulate themselves from the negative social consequences of their tactics. They are able to identify situations in which their tactics will work.
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Machiavellianism (continued)
High Machs use their tactics best in the following kinds of situations: Face-to-face encounters. Fairly emotional circumstances.
The situation is fairly unstructured, with few guidelines for appropriate forms of interaction.
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Machiavellianism (continued)
These characteristics reveal a situation in which the high Mach can use his or her tactics because emotion distracts others. High Machs are especially skilled at getting their way when power vacuums or novel situations confront a group, department, or organization.
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Avoiding Actions
Stalling
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Avoiding Blame
Buffing
Carefully documenting information showing that an appropriate course of action was followed.
Scapegoating Blaming others when things go wrong. Works best when you have some power behind you.
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Ethics in Organizations
Ethics can be defined as systematic thinking about the moral consequences of decisions. Moral consequences can be framed in terms of the potential for harm to any stakeholders in the decision.
Stakeholders are people inside or outside of an organization who have the potential to be affected by organizational decisions.
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Fair competition
Responsibility to organization Corporate social responsibility.
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Knowledge of the causes can help anticipate the circumstances that warrant special vigilance.
It can also aid in prevention.
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The anticipation of healthy reinforcement for following an unethical course of action, especially if no punishment is expected.
Role conflict
Many ethical dilemmas are actually forms of role conflict that get resolved in an unethical way.
Bureaucratic role as an organizational employee is at odds with ones role as the member of a profession.
Copyright 2011 Pearson Canada Inc.
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Whistle-Blowing
Disclosure of illegitimate practices by a current or former organizational member to some person or organization that might be able to take action to correct these practices. The whistle may be blown either inside or outside of the offending organization. Most organizations rely on vague open door policies rather than having specific channels and procedures for whistle-blowers to follow.
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Sexual Harassment
Sexual harassment is a form of unethical behaviour that stems, in part, from the abuse of power and the perpetuation of a gender power imbalance. It involves coercion of sexual cooperation by threat of job-related consequences and unwanted and offensive sex-related verbal or physical conduct.
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Training and education in ethics is also important and has a positive impact on ethical attitudes.
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