Power in Organizations PDF

**Chapter 11:** **Formal Power**: Based on one's position of the organization. - Ex: A manager at work. Because of their job title, they can make decisions. **Personal Power:** Based on the unique characteristics of the individual - Ex: Co-worker who is great at specific software might h...

**Chapter 11:** **Formal Power**: Based on one's position of the organization. - Ex: A manager at work. Because of their job title, they can make decisions. **Personal Power:** Based on the unique characteristics of the individual - Ex: Co-worker who is great at specific software might have an advantage because others will go to him for help. (comes with their abilities, not their job title.) - **Using Power:** - Ex: When a friend's excitement about a hobby inspires you to try it too. - Ex: When a manager tells team members to follow this direction because the manager has the right to do so since their a higher up level. - Ex: When a teacher asked students to submit their hw. The students do it without much thought, as they see it as a normal part of school orders. - **BASES OF POWER (FRENCH RAVEN, 1960):** - Ex: A project manager decides who get which tasks and assigns the necessary tools or budget to complete them. - Ex: A coach may bench a player or give them extra training as a punishment for not following team rules. - Ex: A principle at a school. Because of their position, they have the authority to set rules for students and teachers to follow. - **Intergroup Source of Power:** - Ex: A company controlling rare metals like lithium can influence the electric car industry, as those metals are essential for making batteries. **Strategic contingencies:** Activities that other groups depend on to complete their tasks - Ex: A firefighter leading effort to put out a dangerous fire holds influence because they are solving a critical problem. - Ability to cope with uncertainty - High degree of centrality - Non-substitutability Information power: Access to and control over important information. - Ex: A student who has all the answers to the test has influence because others want that information. Personal power (Selfish): Power used for personal gain. - Ex: A coworker who always takes credits for other's ideas to make themselves look good. Social power: Power used to create motivation or to accomplish group goals. - Ex: A well-connected person in a group who can rally others to support their ideas and get things done. - **Kanter's Symbols of Powerlessness:** 1. Overly close supervision. 2. Inflexible adherence to the rules. 3. Tendency to do the job themselves rather than training others to do it. - **Korda's Symbols of Power:** 1. Office furniture 2. Time power 3. Standing by 1. Ability to intercede for someone in trouble 2. Ability to get placements for favored employees 3. Exceeding budget limitations 4. Procuring above-average raises for employees 5. Getting items on the agenda at meetings 6. Access to early information 7. Having top managers seek out their opinion **Types of influence tactics:** - **Pressure**: The person uses demands, threats, or intimidation to convince you to comply with a request or to support a proposal. - Ex: "If you don't do this, you're fired. You have until 5:00 to change your mind, or I'm going without you." - **Exchange:** The person makes an explicit or implicit promise that you will receive rewards or tangible benefits if you comply with a request or support a proposal or reminds you of a prior favor to be reciprocated. - Ex: "You owe me a favor. I'll take you to lunch if you'll support me on this." - **Upward appeal:** The person seeks to persuade you that the request is approved by higher management or appeals to higher management for assistance in gaining your compliance with the request. - Ex: I'm reporting you to my boss. My boss supports this idea." - **Coalition:** The person seeks the aid of others to persuade you to do something or uses the support of others as an argument for you to agree also. - Ex: All the other supervisors agree with me. I'll ask you in front of the whole committee." - **Ingratiation:** The person seeks to get you in a good mood or to think favorably of him or her before asking you to do something. - Ex: Only you can do this job right. I can always count on you, so I have another request - **Rational persuasion:** The person uses logical arguments and factual evidence to persuade you that a proposal or request is viable and likely to result in the attainment of task objectives**.** - **Ex:** This new procedure will save us 150,000 dollars in overhead. It makes sense to hire John; he has the most experience." - **Inspirational appeals:** The person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals or by increasing your confidence that you can do it. - **Ex:** Being environmentally conscious is the right thing. Getting that account will be tough, but I know you can do it." **Consultation**: The person seeks your participation in making a decision or planning how to implement a proposed policy, strategy, or change. - **Ex:** This new attendance plan is controversial. How can we make it more acceptable? What do you think we can do to make our workers less fearful of the new robots on the production line. **How to win friends and influence people:** 1. Avoid harmful criticism and engage in friendly and constructive feedback 2. Increase the likelihood of people liking you (smiling, names, listen) 3. Winning people to your way of thinking (Avoid an argument that gets out of hand, perspective take.) 4. Be a leader (Call out mistakes indirectly) **How to increase influence:** - Build connections - Listen before you try to persuade - Mind your body language - Develop expertise - Give people what they want (when you can) - **Reciprocity:** (If someone helps you, it pays to return the favor) - **Liking/ Friendship:** (People like those who like them) - **Authority:** (Well-selected expert like (celebs) can provide valuable and efficient short-cut to good decision-making) - **Commitment/ Consistency:** (We want to appear consistent - This is a prime motivator of our behavior) - **Scarcity:** (The perception of limited availability increases an item's value and desire.) - **Social Validation**: (People follow the lead of similar others) A **charismatic person** is outgoing, energetic, and likeable who naturally draws others to them. **Political Skill:** - Getting things done outside of organizational by laws - Social astuteness - Interpersonal Influence - Networking ability - Sincerity **Chapter 12** **Leaders** advocate for change and new approaches to problems. **Managers** advocate for stability and the status quo. **Managerial Leadership** adapting to situational demand. **Timeline of Leadership Research:** - **Trait theories:** The breaking down of behavior patterns into a series of observable traits to understand human behavior. **Ex:** Some people are natural leaders because they have certain traits or qualities. - **Contingency theories:** There isn't one best way to lead or manage- it depends on the situation. **Ex:** If the team is experienced, the leader might focus on collaboration. **Behavioral theories:** How leaders act and believe leadership can be learned through practice. **Ex:** a manager who regularly praises employees for their hard work. **The "Great Man" approach:** A leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders **Relational theories**: A leader who listens to their team ='s ideas and builds strong, supportive relationship **Ex:** Teacher who takes time to understand each student's strengths and challenges, encourages them, and works with them to succeed. **Leader emergence:** is how someone becomes a leader, based on their action, qualities, or situation. **Ex:** In a group project, a team member who naturally takes charge, organizes tasks, and motivates others might emerge as the leader. **Leader effectiveness**: Is about how well a leader perform in their role. **Ex:** A coach who leads their team to win a championship by creating a solid game plan, motivating players, and making smart decisions during the game. **Behavioral Theories: Lewin:** **Autocratic:** A style of leadership in which the leader uses strong, directive actions to control the rules, regulations, activities, and relationship I the work environment **Democratic:** A style of leadership in which the leader uses interaction and collaboration with followers to direct the work and work environment **Laissez-faire:** A style of leadership in which the leader has a hands-off approach **Behavioral Theories: Ohio State:** **Behavioral Theories: Michigan** **Production-oriented:** Work environment where the focus is on getting things done **Employee-oriented:** Work environment where the focus is on relationships What are the similarities between the behavioral theories of leadership? - **Task-oriented:** - Focused on getting the work done - **Relationship-oriented:** - Focused on getting along **Contingency Theories:** - **Path-Goal Theory:** (Leader's role is to make the path to success easier for their team by being supportive and flexible.) - **Situational Leadership Model:** (Leader adjust their approach depending on how much the team knows and how much support they need. **Relational Theories: Leader-Member Exchange** Leaders form different relationships with followers, creating two types of follower groups **In-group:** - Receive greater responsibilities and more rewards and attention - Managed more informally **Out-group:** - Receive fewer responsibilities, rewards, and attention - Managed more formally **Transformational and Transactional Leaders:** **Transactional Leaders:** - **Motivate their followers in the direction of established goals by clarifying role and task requirements** - **Reward high performance/reprimand low** **Transformational Leaders:** - **Engage in developmental consideration** **Effective Behaviors:** - **Inspirational motivation** - **Idealized influence** - **Intellectual stimulation** - **Individualized consideration** - Adjustment problems can be behind mask of likeability - Commitment is not to ideals, but to themselves - Choose grandiose projects to glorify themselves; ignore modifications even when there is compelling evidence - Highly visible actions but not the time with employees to develop a practical level - Not skilled/ interested in protégés -- vision is only own identity, fail to develop competent successors **Followership:** - Alienated - Sheep - Yes people - Survivors - Effective - A person's experience of conflict among the multiple roles in their life - Conflict that occurs within a single role - Conflict that occurs when a person in a role is expected to perform behaviors that clash with their personal values **Conflict Management:** **Defense Mechanisms:** - **Fixation -- Keeping up something dysfunctional** - **Displacement -- Redirecting conflict in a way that is misplaced** - **Negativism - Pessimism** **Compromise Mechanisms:** - **Compensation -- Making up for previously negative situations** - **Identification -- Responding to conflict like others have before us** - **Rationalization -- Justifying our actions by making excuses** **Withdrawal Mechanisms:** - **Flight -- Flee!** - **Withdrawal - Regressing** - **Conversion -- Emotional conflict manifest in physical symptoms** - **Fantasy -- daydreaming** **Situational Conflict Management:** **Nonaction:** Doing nothing hoping that the conflict will disappear. **Character Assassination:** Attempt to label or discredit an opponent. **Secrecy:** Attempting to hide a conflict or issue that has the potential to create conflict **Expanding Resources:** Get more resources **Confronting and Negotiating:** Distributive or integrative negotiations **Changing Personnel:** Removing one or both parties. **Conflict Management Style:** **Competing:** Those who compete are assertive and uncooperative and willing to pursue one's own concerns at another person's expense. **Collaborating:** Attempt to work with others to identify a solution that fully satisfies everyone's concerns **Compromising:** Find an expedient, mutually acceptable solution that partially satisfies both parties in the conflict while maintaining some assertiveness and cooperativeness **Avoiding:** Conflict tend to be unassertive and uncooperative while diplomatically sidestepping an issue or simply withdrawing from a threatening situation **Accommodating:** The opposite of competing, there is an element of self-sacrifice when accommodating to satisfy the other person **Negotiation:** A joint process of finding a mutually acceptable solution to a complex conflict **Distributive bargaining:** - A negotiation approach in which the goals of the parties are in conflict and each party seeks to maximize its resources **Integrative negotiation:** - A negotiation approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides reaching their objectives **Negotiation Process: Prepare, Information Exchange and Validation, Bargain, Conclude, Execute** What Are the Elements of Negotiation? Interest: - Needs, desires, concerns, or fears -- things one cares about or wants Rights: - May be formalized with a contract or form. Power: - The ability to influence another person **Chapter 16: Organizational Culture** **Organizational Culture: a system of shared meaning held by people within an organization that guides attitudes and behaviors and distinguishes the organization from other organizations** **Artifacts- The parts of culture we can see, visibly and clearly** **Values- Intangible, but still visible, aspect of culture** **Espoused: What we say we value** **Enacted: What we actually value** **Assumption: invisible but true to our culture spirit** **Culture Rites and Rituals** **Rites of passage: Showing that our status has changed.** **Ex: Graduating ceremony. (symbolize the transition from being a student going to your next phase in life)** **Rite of enhancement: recognizing achievements:** **Ex: A promotion ceremony at work.** **Rite of renewal: Meant to emphasize change or renewed commitment** **Ex: New Years celebration (people reflect on the past and commit to change or improvements)** **Rites of Integration and Degradation:** **Integration: Events meant to unite or renew commitment** **Ex: Company retreats** **Degradation: Events meant to publicly chastise** **Ex: Desk relocation** **Rites of Conflict Resolution: The rite of airing grievances and disagreements** - **Grievance hearings** - **Town halls** **What does culture do? They socialize us and tell us the rules** **Organization behavior is the study of how people interact and behave within an organization like business or team.** **Function of culture:** - **Provides a sense of identity to members and increases their commitment to the organization** - **Serves as a sense making device for organization members** - **Reinforce the value of the organization** - **Serves as a control mechanism for shaping behavior** **Stages of Socialization:** **Anticipatory socialization:** - **Everything that takes place prior to joining the job** **It's all about congruence!** **Encounter:** - **Newcomers are learning about tasks, roles, and interpersonal networks** **Change and Acquisition:** - **Adding structure to the encounter to be able to succeed** **Organizational Culture: a system of shared general meaning held by people within an organization** **"How things are done over time"** **Organizational Climate: Current emotional feeling of existing within your organization** **"How things are here right now"** **Social undermining: someone intentionally tries to harm your relationship, reputation, or success, usually in a subtle way or indirect way.\ Ex: Coworker might leave you out of important meeting or critique you in front of people.** **Character assassination: is the act of harming someone's reputation by spreading false or misleading information about them.** **Ex: If someone spread false rumors about a coworker being dishonest to make them look bad at work, that's character assassination.** **Career:** **A career is a pattern of work-related experiences that spans the course of a person's life.** **Old Career Paradigm:** - **Mutual loyalty contract** - **One employer focus** - **Top-down firm** - **Corporate allegiance** **New Career Paradigm:** - **Discrete exchange** - **Occupational excellence** - **Organizational empowerment** - **Project allegiance** - **Establishment Stage: Three primary concerns** - **Psychological contracts** - **Balancing the implicit with the explicit** - **Newcomer socialization** - **Finding your clique** - **Outsider to insider** - **Turning into one of the crowd** **Career Path: Sequence of job experiences that an employee moves along during his or her career** **Career Ladder: Structured series of job positions through which an individual progresses in an organization** **Career Lattice:** - **Three primary concerns** - **Psychological contracts** - **Balancing the implicit with the explicit** - **Newcomer socialization** - **Finding your clique** - **Outsider to insider** - **Turning into one of the crowds** **The maintenance stage:** **Structural Plateaus: Occurs when the individual becomes unable to rise further** **Likelihood of additional hierarchical promotion is very low** **Ex: a teacher who has been a professor for many years become the head of department.** **Content Plateaus:** - **Employees who are proficient in the role ** - **Additional development opportunities unlikely** - **No longer excited or curious about their work** **Ex: a blogger writing about a specific topic may attract a lor of readers with fresh content. But after covering the juicy gossip it may be hard to find something new to talk about.** **What do we do when we see a plateau?** - **Open conversation with the upper echelons** - **Keep up with you education and training** - **Volunteer for project and other opportunities** - **Keep your own professional file** - **Build leadership skills** **Withdrawl Stage:** **Career Anchors:** - ***Network of self-perceived talents, motives, and values that guides an individual's career decisions*** - ***Creativity*** - ***Security*** - ***Competencies*** - **Role modeling** - **Acceptance and confirmation** - **Counseling and friendship** - **Mentees are 5x more likely to be promoted than those without a mentor** - **25% of employees who are part of mentoring programs had a salary increase (5%) compared to those who did not participate** - **86% of professionals claim that having access to mentoring is a factor that keeps them at their current organization** - **Impact for women and employees of color larger** - **A -- Amplification** - **B -- Boosting** - **C -- Connecting** - **D - Defending**