Bài giảng Organisational behaviour - Chapter 12 Power, politics and persuasion

Power, politics and persuasionChapter learning objectivesDefine power and counterpower.Describe the five bases of power in organisations.Explain how information relates to power in organisations.Discuss the four contingencies of power.Discuss the role of power in sexual harassment.Explain how organisational power creates problems in romantic relationships at work.Summarise the advantages and disadvantages of organisational politics.Describe six types of political activity found in organisations.Describe the conditions that encourage organisational politics.Identify ways to control dysfunctional organisational politics.Summarise the key features of persuasive communication.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione© Southland Times/(New Zealand)Politics of telecommutingGary 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.3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneThe meaning of power Power is the capacity of a person, team or organisation to influence othersthe potential to influence otherspeople have power they don’t use and may not know they possesspower requires one person’s perception of dependence on another person© Southland Times/(New Zealand)4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePower and dependencePersonAPersonB’s goalsPersonBPerson B’s counterpower over Person APerson A’s power over Person B5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneModel of power in organisationsPowerover othersContingenciesof powerSourcesof powerLegitimateRewardCoerciveExpertReferent6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneThe limits of legitimate powerThe 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 Photos7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSources of powerLegitimate powerReward powerCoercive powerExpert powerReferent power© Reuters Archive Photos8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneInformation and powerControl 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 powerpreventionforecastingabsorption9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneContingencies of power among pilotsThese 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/CORBIS10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneIncreasingnon-substitutabilityControllingtasksControllingknowledgeDifferentiationControllinglabourIncreasing non-substitutability11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneContingencies of powerContingenciesof powerPowerover othersSourcesof powerSubstitutabilityCentralityDiscretionVisibility12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCommitmentConsequences of powerRewardpowerLegitimate powerCoercivepowerExpertpowerReferentpowerResistanceComplianceSources of powerConsequences of power13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSexual harassment and powerHarasser stereotypes the victim as subservient and powerlessHarasser threatens job security or safety through coercive or legitimate powerHostile work environment harassment continues when the victim lacks power to stop the behaviour14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOffice romance and powerCo-workers believe that employees in relationships abuse their power to favour each otherHigher risk of sexual harassment claims after relationship breaks off15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOrganisational politicsAttempts to influence others using discretionary behaviours to promote personal objectivesdiscretionary behaviours  neither explicitly prescribed nor prohibitedPolitics may be good or bad for the organisation16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTypes oforganisationalpoliticsManagingimpressionsAttacking andblamingCreatingobligationsCultivatingnetworksTypes of organisational politicsControllinginformationFormingcoalitions17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneConditionssupportingorganisational politicsScarceresourcesComplex andambiguousdecisionsPersonalcharacteristicsTolerance ofpoliticsConditions for organisational politics18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneControlling political behaviourPeer pressureagainst politicsRemovepolitical normsFree flowinginformationManage changeeffectivelyProvidesufficientresourcesIntroduceclear rulesHirelow-politicsemployeesIncreaseopportunitiesfor dialogue19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione Audiencecharacteristics• Self-esteem• InoculatedCommunicatorcharacteristics• Expert• Credibility• Attractive Message content• Present all sides• Few arguments• Emotional appeals• Inoculation effectCommunication mediumPersuasive communication20 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterDistinguishing task-related and socioemotional conflictAdvantages and disadvantages of conflict in organisationsSix sources of organisational conflictFive interpersonal styles of conflict managementStructural approaches to managing conflictSituational influences on negotiationsTypes of third-party dispute resolution21 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePower, politics and persuasion