16四月2024【管理類】組織行為學(8)1.DefinitionTheabilitytogetotherstodosth.Theywouldnotdooutoftheirself-interest

AcapacitythatAhastoinfluencethebehaviorofBsothatBdoesthingsheorshewouldnototherwisedoimplication:1.apotentialthatneedn’tbeactualizedtobeeffective;2.adependencyrelationship;3.Bhasdiscretionoverhisownbehaviordependency:B’srelationshiptoAwhenApossessessth.ThatBrequires2.Base(sources)ofPower5categoryclassificationschemebyFrench&RavenCoercive:beingdependentonfear--thenegativeresultduetoapplicationreward:complianceachievedbasedontheabilitytodistributerewardsthatothersviewsasvaluablelegitimate:thepowerreceivedasaresultofhispositionintheformalhierarchyofanorganizationexpert:influencebasedonspecialskillsorknowledgereferent:--possessionbyanindividualofdesirableresourceorpersonaltraits.Outofadmiration3. ThekeytopowerGeneralpostulate:thegreatB’sdependencyonA,thegreatthepowerAhasoverBdependencyincreaseswhentheresourceyoucontrolisimportant,scarce,&nonsubstitutableimportance:whocanabsorbanorganization’suncertaintywillbeperceivedasimportantscarcity:aresourceneedstobeperceivedasscarcenonsubstitutability:elasticityofpower:therelativeresponsivenessofpowertochangesinavailablealternative4.IdentifywherethepowerisAtthedepartmentlevel:theproportionoftop-levelmanagers’coming;representativesoncross-functionalteams&committee;salarycomparisonatthesamelevel;comparisonoftheaveragesizeofofficesforpeople;relativesizegrowth,promotionrateAttheindividuallevel:theabilitytointercedefavorablyonbehalfofsomeoneintrouble;togetapprovalforextraexpenditure;getagendaatmajormeetings,getfastaccesstotopD-M.5.Powertactics

waysinwhichpowerholdertranslatepowerbasisintospecificactionsReason:logicalorrationalpresentationfriendliness:useofflattery,creationofgoodwill,actinghumble,friendlypriortomakingarequestcoalition:gettingother’ssupporttobackuprequesbargaining:negotiationthroughfavorsexchangeassertiveness:useofadirect&forcefulapproachsuchasdemandingcompliancewithrequesthigherauthority:gainingthesupportofhighersanction:5.PowertacticsUsagefrommosttoleastpopularUpwardinfluence:R,C,F,B,A,HDownwardinfluence:R,A,F,C,B,H,Suncovered4contingentvariables:themanager’srelativepower,objectivesforwantingtoinfluence,expectationofthetargetperson’swillingnesstocomply,theorganizationalculture6.Poweringroup:CoalitionStrengthinnumbers.ifit’sdifficult,risky,costlyorimpossibletobuildapersonalpowerbase,effortswillbemadetoformacoalitionbyjoiningtogethercoalitioninorganizationoftenseektomaximizetheirsize;morecoalitionwillbecreatedtherebeingagreatdealoftask&resourceinterdependence;themoreroutinethetaskofagroup,thegreatthelikelihoodofcoalitionformationChapter12Power&Politics§12.2Politics:PowerinActionkeyelements:attempttouseone’spowerbasesoutsideone’sspecificjobrequirement;influencethedistributionofadvantages&disadvantages1.DefinitionThoseactivitiesthatarenotrequiredaspartofone’sformalroleintheorganization,butthatinfluence,orattempttoinfluence,thedistributionofadvantages&disadvantageswithintheorganizationlegitimate--:normaleverydaypoliticssuchascomplaint,bypassing,coalition,excessiveadherenceillegitimate--:extremepoliticalbehaviorthatviolatestheimpliedrulesofgames----sabotage,symbolicprotests,groupcallinginsickconcurrentl2.TherealityofpoliticsDifferentvalues,goals,&interests--potentialforconflictoverresourcesScarceresources---turnspotentialintorealconflict.Onegainsattheexpenseofothers,competitionmostdecisionsaremadeinaclimateofambiguitypoliticking3.FactorscontributingtopoliticsIndividualfactors:highself-monitors,internallocusofcontrol,highMachiavellian;Individual’sinvestmentintheorganization,perceivedjobalternatives,expectationsofsuccess

organizationalfactors:reallocationofresources,promotionopportunities,lowtrust,roleambiguity,unclearperformanceevaluationsystem,0-sumrewardpractices,democraticD-M,highperformancepressures,self-servingseniormanager4.Politickingimprovingyourpoliticaleffectiveness

Frameargumentsintermsoforganizationgoalsdeveloptherightimagegaincontroloforganizationalresourcesmakeyourselfappearindispensable--nosubstitutebevisibledeveloppowerfulalliesavoid“tainted”members---statusisquestionablesupportyourboss5.ImpressionmanagementTheprocessbywhichindividualsattempttocontroltheimpressionothersformofthemIMtechniques:conformity--agreewithother’sopiniontogain--excuses--explanationsofapredicamentevent,apologies-admittingresponsibilityforundesirableevent,acclaiming--explanationsoffavorableevents,flattery--complimentingothersabouttheirvirtues,favors--doingsth.Niceforsomeone,association--managingrelevantinformation6.DefensiveBehaviorprotectionofself-interestaswellaspromotion

Reaction&protectivebehaviorstoavoidaction,blame,orchangeavoidingaction:overconforming-rigidadherencetorulespassingthebuck--transferdutytoothersplayingdumb--falselypleadignoranceorinabilitydepersonalization--ignorespecificidiosyncrasiesstretching