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MGHB02H3 (269)
Chapter 12

Chapter 12 - Power, Politics and Ethics

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Department
Management (MGH)
Course
MGHB02H3
Professor
Joanna Heathcote
Semester
Summer

Description
Chapter 12Power Politics and EthicsWhat is PowerPowerthe capacity to influence others who are in a state of dependencePower not always perceived or exercisedTarget of power is dependent on the powerholder does not imply that a poor relationship exists between the twoPower can flow in any direction in an organizationThe Bases of Individual PowerPower can be found in the position that you occupy in the organization or the resource that you are able to commandLegitimate powerpower derived from a persons position or job in an organization authority given to that personEmployees cite legitimate power as major reason for following their bosss directivesReward Powerpower derived from the ability to provide positive outcomes and prevent negative outcomesReward power often backs up legitimate powerCoercive Powerpower derived form the use of punishment and threatLower org members can also apply their share of coercionie Worktorule Generally ineffective and can provoke employee resistanceReferent Powerpower derived from being well liked by othersPotent for 2 reasons stems from identification with the power holder represents a truer or deeper base of power than reward or coercion which may stimulate mere compliance to achieve rewards or avoid punishmentSecond anyone in the org may be well likedExpert powerpower derived from having special information or expertise that is valued by an organizationExpertise most consistently associated with employee effectiveness women more likely to be high in expert power expertise is free for selfdevelopmentSummary coercion likely to produce resistance and lack of cooperationLegitimate power and reward power likely to produce compliance with bosss wishesReferent and expert power more likely to generate true commitmentHow do people obtain powerDoing the Right ThingsExtraordinary activitiesexcellent performance in unusual or non routine activitiesVisible activitiesextraordinary activities fail to generate power if no one knows themRelevant activitiesif nobody sees work as relevant to solution it will not add to ones influenceCultivating the Right PeopleOutsidersestablishing good relationships with key people outside ones organization can lead to increased power within the organizationSubordinatescultivating subordinate interests can provide power when manager can demonstrate that he or she is backed by a cohesive teamPeerscultivating good relationships with peers is mainly a means of ensuring that nothing gets in the way of ones future acquisition of powerSuperiorsliaisons with key superiors represents bestway of obtaining power through cultivating others some are called mentors or sponsors who can provide special info and useful introductions to other right peopleEmpowermentPutting Power where it is needed1
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