2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

C H A P T E RC H A P T E R 1212Power, Power, politics and politics and persuasionpersuasion

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22

Chapter learning objectivesChapter learning objectives

1. Define power and counterpower.

2. Describe the five bases of power in organisations.

3. Explain how information relates to power in organisations.

4. Discuss the four contingencies of power.

5. Discuss the role of power in sexual harassment.

6. Explain how organisational power creates problems in romantic relationships at work.

7. Summarise the advantages and disadvantages of organisational politics.

8. Describe six types of political activity found in organisations.

9. Describe the conditions that encourage organisational politics.

10. Identify ways to control dysfunctional organisational politics.

11. Summarise the key features of persuasive communication.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 33

© Southland Times/(New Zealand)

Politics of telecommutingPolitics of telecommuting

Gary Withers, managing director of Drake International New Zealand, leads the Auckland-based consulting firm from his home in Queenstown. Withers says telecommuting keeps him away from office politics, but experts warn that telecommuters may become victims of office politics.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44

The meaning of power The meaning of power

Power is the capacity of a person, team or organisation to influence others

the potential to influence others

people have power they don’t use and may not know they possess

power requires one person’s perception of dependence on another person

© Southland Times/(New Zealand)

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55

Power and dependencePower and dependence

PersonPersonAA

PersonB’s goals

PersonPersonBB

Person B’s Person B’s counterpower counterpower over Person Aover Person A

Person A’s Person A’s power over power over Person BPerson B

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Model of power in organisationsModel of power in organisations

PowerPowerover othersover others

Contingenciesof power

SourcesSourcesof powerof power

Legitimate

Reward

Coercive

Expert

Referent

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The limits of legitimate powerThe limits of legitimate power

The Caine Mutiny illustrates the limits of legitimate power in organisations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny.

© Reuters Archive Photos

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Sources of powerSources of power

Legitimate powerLegitimate power

Reward powerReward power

Coercive powerCoercive power

Expert powerExpert power

Referent powerReferent power

© Reuters Archive Photos

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Information and powerInformation and power

Control over information flow based on legitimate power relates to formal communication network common in centralised structures (wheel

pattern)

Coping with uncertainty those who know how to cope with

organisational uncertainties gain power› prevention› forecasting› absorption

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Contingencies of power among pilotsContingencies of power among pilots

These pilots at Germany's Lufthansa Airlines won 30 per cent pay rises after staging two 24-hour strikes that grounded hundreds of flights and cost the airline more than US$23 million. Pilots are powerful because they have low substitutability (only other pilots can replace them) and high centrality.

© AFP/CORBIS

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IncreasingIncreasingnon-substitutabilitynon-substitutability

ControllingControllingtaskstasks

ControllingControllingknowledgeknowledge

DifferentiationDifferentiation

ControllingControllinglabourlabour

Increasing non-substitutabilityIncreasing non-substitutability

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Contingencies of powerContingencies of power

Contingenciesof power

PowerPowerover othersover others

SourcesSourcesof powerof power

Substitutability

Centrality

Discretion

Visibility

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CommitmentCommitment

Consequences of powerConsequences of power

RewardRewardpowerpower

Legitimate Legitimate powerpower

CoerciveCoercivepowerpower

ExpertExpertpowerpower

ReferentReferentpowerpower

ResistanceResistance

Compliance

Sources of power

Consequences of power

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Sexual harassment and powerSexual harassment and power

Harasser stereotypes the victim as subservient and powerless

Harasser threatens job security or safety through coercive or legitimate power

Hostile work environment harassment continues when the victim lacks power to stop the behaviour

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Office romance and powerOffice romance and power

Co-workers believe that employees in relationships abuse their power to favour each other

Higher risk of sexual harassment claims after relationship breaks off

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Organisational politicsOrganisational politics

Attempts to influence others using discretionary behaviours to promote personal objectivesdiscretionary behaviours neither explicitly prescribed nor prohibited

Politics may be good or bad for the organisation

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Types ofTypes oforganisationalorganisational

politicspolitics

ManagingManagingimpressionsimpressions

Attacking andAttacking andblamingblaming

CreatingCreatingobligationsobligations

CultivatingCultivatingnetworksnetworks

Types of organisational politicsTypes of organisational politics

ControllingControllinginformationinformation

FormingFormingcoalitionscoalitions

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ConditionsConditionssupportingsupporting

organisational organisational politicspolitics

ScarceScarceresourcesresources

Complex andComplex andambiguousambiguousdecisionsdecisions

PersonalPersonalcharacteristicscharacteristics

Tolerance ofTolerance ofpoliticspolitics

Conditions for organisational politicsConditions for organisational politics

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Controlling political behaviourControlling political behaviour

Peer pressurePeer pressureagainst politicsagainst politics

RemoveRemovepolitical normspolitical norms

Free flowingFree flowinginformationinformation

Manage changeManage changeeffectivelyeffectively

ProvideProvidesufficientsufficientresourcesresources

IntroduceIntroduceclear rulesclear rules

HireHirelow-politicslow-politicsemployeesemployees

IncreaseIncreaseopportunitiesopportunitiesfor dialoguefor dialogue

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AudienceAudiencecharacteristicscharacteristics

• • Self-esteemSelf-esteem• • InoculatedInoculated

CommunicatorCommunicatorcharacteristicscharacteristics

• • ExpertExpert• • CredibilityCredibility• • AttractiveAttractive

MessageMessagecontentcontent

• • Present all sidesPresent all sides• • Few argumentsFew arguments• • Emotional appealsEmotional appeals• • Inoculation effectInoculation effect

Communication mediumCommunication medium

Persuasive communicationPersuasive communication

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2121

Overview of the next chapterOverview of the next chapter

Distinguishing task-related and socioemotional conflict

Advantages and disadvantages of conflict in organisations

Six sources of organisational conflict

Five interpersonal styles of conflict management

Structural approaches to managing conflict

Situational influences on negotiations

Types of third-party dispute resolution

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

C H A P T E RC H A P T E R 1212Power, Power, politics and politics and persuasionpersuasion