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Lecture 9

MSCI211 Lecture Notes - Lecture 9: Msci, Hierarchical Organization, Workplace Bullying

Management Sciences
Course Code
Clifford Blake

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MSCI 211; lecture 10
Chapter 7: Power and Politics
Power: a capacity that A has to influence the behaviour of B so that B acts in accordance
to As wishes
Dependency: B’s relationship to A when A possesses something that B needs
Bases of power
oCoercive power: power that is based on fear
oReward power: power based on the ability to provide benefits or rewards to
oLegitimate power: power based on relative position in organizational hierarchy
oExpert power: power based on a person’s experience and knowledge
oReferent power: you like the person and enjoy doing things for him or her
oInformation power: the person has data or knowledge that you need
Evaluating the bases of power: people respond in one of three ways
oCommitment: the person is enthusiastic about the request and carries the task out
oCompliance: the person goes along with the request grudgingly, putting in
minimal effort
oResistance: the person is opposed to the request and tries to avoid it
Leaders use of power
oThe least effective power bases are ones that are most likely used by managers:
coercive, legitimate, and reward; easiest to implement
oEffective leaders use referent and/or expert power
oDeadline pressures increase group member reliance on individuals with expert
and information power
Dependency: the key to power
oImportance: the things you control must be important
oScarcity: a resource must be perceived as scarce
oNon-substitutability: the resource cannot be substituted with something else
Increasing dependency: how to increase the dependency of others on you
oControl the things viewed as important
oResources must be viewed as scarce
oThe resource must have few or no substitutes (non-substitutability)
Influence tactics: rational persuasion, inspirational appeals, consultation, ingratiation,
personal appeals, exchange, coalition tactics, pressure, legitimating tactics
Empowerment: giving power to employees
oThe freedom and ability of employees to make decisions and commitments
oManagers disagree over definition of empowerment: empowerment as delegating
decision making within a set of clear boundaries VS. empowerment as a “process
of risk taking and personal growth”
Conditions for true empowerment
oMust be clear definition of values and mission of the company
oCompany must help employees acquire relevant skills
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