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Chapter 12

Chapter 12 Power, Politics, and Ethics

9 Pages
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Department
Management (MGH)
Course Code
MGHB02H3
Professor
Julie Mc Carthy

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MGTB29 Chapter 12 Power, Politics, and Ethics
What is Power p.409
Power: capacity to influence others who are in a state of dependence
- capacity, not always perceived or exercised
- target of power is dependent on powerholder does not imply poor relationship
exists b/w two
- can flow in any direction in organization
- broad concept that applies to indivs and groups
The Bases of Individual Power p.409-411
- power found in position you occupy in organization or resources commanded
Legitimate Power
Legitimate power: power derived from persons position or job in organization
- organizations judgment about who is formally permitted to influence who, called
authority
- move up hierarchy has more power
- in theory equals have same legit power
- organizations differ in emphasize and reinforce legit power
- legit power works b/c ppl socialized to accept its influence
- legit power major reason for following bosss directives
Reward Power
Reward Power: power derived from ability to provide positive outcomes and
prevent negative outcomes
- backs up legit power
- any member can exert with praise, compliments, flattery
Coercive Power
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Coercive Power: power derived from use of punishment and threat
- not perfectly correlated with legit power
- emotional side effects, generally ineffective and provoke employee resistance
Referent Power
Referent Power: power derived from being well liked by others
- dissonant to hold point of view that is discrepant
Potent for two reasons:
1.Identification with powerholder; truer or deeper base of power than reward or
coercion
2.Anyone may be well liked therefore available to everyone
Expert Power
Expert Power: power derived from having special info or expertise valued by an
organization
- corresponds to difficulty of replacement
- lower-level organizational members accrue it esp. in scientific or technical areas
- consistently associated with employee effectiveness
How Do People Obtain Power p.412-413
Doing the Right Things
Extraordinary Activities excellent performance in unusual or nonroutine activities
by occupying new positions, managing substantial changes, taking great risks
Visible Activities publicize, make ppl know about them
Relevant Activities ppl must care, relevant to solving organizational problems
adds influence
Cultivating the Right People
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Outsiders good relationships with key people outside organization increases power
(association); cultivating outsiders contribute to more tangible sources of power
Subordinates up-and-coming subordinates become boss and reward special
influence, power in numbers
Peers favours asked and fear of betrayal precluded, no one gets in way of future
acquisition of power; interpersonal skills demonstrated lead to promotions
Superiors protégé of someone higher, special info and useful intro to right people
Empowerment Putting Power Where it is Needed p.413-416
- early fixed quantity assumption countered by informal power (expert, referent)
Empowerment: giving ppl authority, opportunity, and motivation to take initiative
and solve organizational problems
Authority legit power
Opportunity freedom from bureaucratic barriers and system problem that block
initiative; relevant training and info on impact to other parts of organization
Motivation hiring those intrinsically motivated by power and opportunity &
aligning extrinsic rewards with successful performance
- ppl have strong self-efficacy, feeling capable of doing well and making things
happen
- fosters job satisfaction and high performance
- puts power where is needed to make organization effective
- service encounters with high volume low cost need careful engineering
- customized personalized service need more empowered personnel
Influence Tactics Putting Power to Work p.416-417
Influence tactics: tactics used to convert power into actual influence over others
Specific behaviours:
Assertiveness ordering, nagging, setting deadlines, verbal confrontation
Ingratiation using flattery, acting friendly, polite, humble
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Description
MGTB29 Chapter 12 Power, Politics, and Ethics What is Power p.409 Power: capacity to influence others who are in a state of dependence - capacity, not always perceived or exercised - target of power is dependent on powerholder does not imply poor relationship exists bw two - can flow in any direction in organization - broad concept that applies to indivs and groups The Bases of Individual Power p.409-411 - power found in position you occupy in organization or resources commanded Legitimate Power Legitimate power: power derived from persons position or job in organization - organizations judgment about who is formally permitted to influence who, called authority - move up hierarchy has more power - in theory equals have same legit power - organizations differ in emphasize and reinforce legit power - legit power works bc ppl socialized to accept its influence - legit power major reason for following bosss directives Reward Power Reward Power: power derived from ability to provide positive outcomes and prevent negative outcomes - backs up legit power - any member can exert with praise, compliments, flattery Coercive Power www.notesolution.com
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