© 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

OverviewOverview

Defining power and counterpower

Contingencies of power

CASE - Foreign exchange confrontation (p. 423)

Consequences of power

VIDEO - The Whitehall Studies

Empowerment

Harassment

Models of organisations

Organisational politics

Persuasion

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

Chapter learning objectivesChapter learning objectives1. 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 44

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.

© Southland Times/(New Zealand)

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

Defining power Defining 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 66

Power and dependencePower and dependence

PersonPersonAA

PersonB’s goals

PersonPersonBB

Person BPerson B’’s s counterpowercounterpowerover Person Aover Person A

Person APerson A’’s 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

Moral responsibility

Relational

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The limits of legitimate powerThe limits of legitimate power

The Caine Mutinyillustrates 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

© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 99

Sources of powerSources of power

Legitimate powerLegitimate power

© Reuters Archive Photos

Reward powerReward power

Coercive powerCoercive power

Expert powerExpert power

Referent powerReferent power

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Information and powerInformation and power

Control over information flowbased on legitimate powerrelates to formal communication networkcommon 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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Increasing nonIncreasing non--substitutabilitysubstitutability

IncreasingIncreasingnonnon--substitutabilitysubstitutability

ControllingControllingtaskstasks

ControllingControllingknowledgeknowledge

DifferentiationDifferentiation

ControllingControllinglabourlabour

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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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Consequences of powerConsequences of powerSources of power Consequences

of power

CommitmentCommitment

ExpertExpertpowerpower

ReferentReferentpowerpower

RewardRewardpowerpower

Legitimate Legitimate powerpower

CoerciveCoercivepowerpower

ResistanceResistance

Compliance

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VIDEO VIDEO -- The Whitehall StudiesThe Whitehall Studies

What did power give Sir Richard that Richard Campbell did not have?

What do the findings of this study suggest about the relationship between hierarchy, rank, stress, communication and power.

How could we express this relationship diagrammatically?

© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1616

Consequences of power Consequences of power revisedrevisedSources of power Consequences

of power

CommitmentCommitment

RewardRewardpowerpower

Legitimate Legitimate powerpower

CoerciveCoercivepowerpower

ExpertExpertpowerpower

ReferentReferentpowerpower

ResistanceResistance

Compliance Empowerment

Stress

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Empowerment Empowerment

“Empowerment is power sharing, the delegation of power or authority to subordinates in the organization.” (Daft, 1995).

DISCUSSION

Identify tactics that empower employees at the lower levels of the organisation.

How would these differ from tactics that might work with middle managers?

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Disempowering Disempowering tacticstacticsCEMCEM

Establish lots of rules, precedents, routines.

Reduce task variety and flexibility.

Do not reward unusual or innovative performance.

Require approvals for non-routine tasks.

Assign tasks peripheral to the core business.

Locate away from influential people and action.

Reduce flow of organisational information.

Reduce contact with senior staff.

Reduce participation in programmes, meetings etc.

Reduce participation in decision making and problem solving activities.

© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919

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 objectives

discretionary behaviours − neither explicitly prescribed nor prohibited

Politics may be good or bad for the organisation

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Types of organisational politicsTypes of organisational politics

Types ofTypes oforganisationalorganisational

politicspolitics

ManagingManagingimpressionsimpressions

Attacking andAttacking andblamingblaming

CreatingCreatingobligationsobligations

CultivatingCultivatingnetworksnetworks

ControllingControllinginformationinformation

FormingFormingcoalitionscoalitions

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Conditions for organisational politicsConditions for organisational politics

ConditionsConditionssupportingsupporting

organisational organisational politicspolitics

ScarceScarceresourcesresources

Complex andComplex andambiguousambiguousdecisionsdecisions

PersonalPersonalcharacteristicscharacteristics

Tolerance ofTolerance ofpoliticspolitics

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Controlling political behaviourControlling political behaviour

ProvideProvidesufficientsufficientresourcesresources

RemoveRemovepolitical normspolitical norms

IntroduceIntroduceclear rulesclear rules

HireHirelowlow--politicspoliticsemployeesemployees

Free flowingFree flowinginformationinformation

IncreaseIncreaseopportunitiesopportunitiesfor dialoguefor dialogue

Manage changeManage changeeffectivelyeffectively

Peer pressurePeer pressureagainst politicsagainst politics

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Persuasive communicationPersuasive communication

CommunicatorCommunicatorcharacteristicscharacteristics

•• ExpertExpert•• CredibilityCredibility•• AttractiveAttractive

MessageMessagecontentcontent

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

Communication mediumCommunication mediumAudienceAudience

characteristicscharacteristics

•• SelfSelf--esteemesteem•• InoculatedInoculated

© 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2626

SummarySummary

Power is an important OB theme as the power to influence others and the way this is done contribute to culture of an organisation and ultimately its success.