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Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Power and Politics
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Power and Politics
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc. Power and Politics
Group 4, MBA 16 BMuhammad Zubair Kayani
Tariq AzizSaiqa ZamurdAnila NasirIshrat AmirNadia HassanShagufta JavedMuhammad Umer AlamMuhammad Usman
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Scheme of PresentationIntroduction
Power and PoliticsTypes of Power
Formal PowerInformal Power
Evaluation of Various Types of PowerEmpowerment: Giving Power to EmployeesPower and Politics in OrganizationsConclusion
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc. Contd....
IntroductionPower and politics can be seen every day in every aspect of an organizationPlays a major role in the running of an organization and its productionPower can help encourage employees with better decisions and team workPolitics come into play with major decision making when more than one party or interest is involvedBoth power and politics collaborate to see the organization meets its goals
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
IntroductionPower and politics in organizations is necessary for operations to run smoothly and timelyThe essence of power is control over the behavior of othersWithout direct or indirect connection it is not possible to alter the behavior of others
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Power and Politics
By
Tariq Aziz
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
What is PowerThe capacity to act and make choices and decisions The capacity to create order and sustain influenceThe ability of one person or group to cause another person or group to do something that they otherwise might not have doneA capacity that ‘A’ has to influence the behaviour of ‘B’ so that ‘B’ acts in accordance with ‘A’s wishes
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
What is PoliticsA process by which groups of people make collective decisionsThe art or science of running governmental or state affairsOrganizational Politics are the activities in which managers engage to increase their power and to pursue goals that favor their individual and group interestsBehaviour to influence the distribution of advantages and disadvantages within the organization
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Power and LeadershipPower
Does not require goal acceptance
Maximizes importance of lateral and upward influence
Power focuses on tactics for gaining compliance
LeadershipRequires goal
agreementMinimizes
importance of lateral and upward influence
Leadership research focuses on answers
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of Power
By
Anila Nasir
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of PowerFormal individual power is the power that stems from a person’s position in an organization’s hierarchyInformal individual power is the power that stems from personal characteristics
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of PowerFormal Power
LegitimateRewardCoerciveInformation
Informal PowerExpertReferrentCharismatic
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of Formal Power
By
Saiqa Zamurd
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of Formal PowerLegitimate
The power to control and use organizational resources to accomplish organizational goalsReward
The power to give pay raises, promotion, praise, and other rewards to subordinates
Contd ....
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of Formal PowerCoercive
The power to give or withhold punishment, such as suspension, termination, or withholding of praise and goodwillInformation
The power that stems from access to and control over information
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of Informal Power
By
Ishrat Amir
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of Informal PowerExpert
Informal power that stems from superior ability or expertiseReferrent
Informal power that stems from being liked, admired, and respected Contd ....
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Types of Informal PowerCharismatic
An intense form of referent power that stems from an individual’s personality or physical or other abilities, which induce others to believe in and follow that person
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Evaluation of Various Types of
Power
By
Nadia Hassan
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Evaluation of PowerCoercive Power
Tends to result in negative performance responses from individuals, decreases satisfaction, increases mistrust, and creates fearReward Power
may improve performance in a variety of situations if the rewards are consistent
Contd ....
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Evaluation of PowerLegitimate Power
does not have a negative effect, but does not generally stimulate employees to improve their attitudes or performance, and increased commitmentExpert Power
relies on trust that all relevant information is given out honestly and completely
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Empowerment: Giving Power to
Employees
By
Shagufta Javed
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
True EmpowermentConditions for True
EmpowermentClear definition of the values
and mission of the companyCompany must help employees
acquire the relevant skillsEmployees need to be
supported in their decision making, and not criticized when they try to do something extraordinary
Employees need to be recognized for their efforts
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
True EmpowermentCharacteristics of
Empowered PeopleSense of Self-determination -
Employees are free to choose how to do their work; They are not micromanaged
Sense of Meaning - Employees feel that their work is important to them; They care about what they are doing
Contd ....
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
True EmpowermentCharacteristics of
Empowered PeopleSense of Competence -
Employees are confident about their ability to do their work well; They know they can perform
Sense of Impact - Employees believe they can have influence on their work unit; Others listen to their ideas
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Power and Politics in
Organizations
By
Muhammad Omer Alam
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
The Dark SidePower and politics often have negative connotations because people associate them with attempts to use organizational resources for personal advantage and to achieve personal goals at the expense of other goals
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
The Bright SideManagers can use power
To control people and other resources so that they cooperate and help to achieve current organizational goals
To engage in politics and influence the decision-making process to help promote new organizational goals
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Power and Politics in
Organizations
By
Muhammad Usman
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Politics in OrganizationsOrganizational Factors
contributing to PoliticsReallocation of rewardsPromotion opportunitiesLow trustRole ambiguityUnclear performance
evaluation systemZero-sum reward practicesDemocratic decision-makingHigh performance pressureSelf-serving senior managers
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Various Political ActivitiesVarious Political Activities in
Organizations
Attacking or blaming others
Controlling information
Forming coalitions
Networking
Creating obligations
Managing impressions
Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Power and Politics
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