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Chapter 12

MGHD27H3 Chapter Notes - Chapter 12: Corporate Social Responsibility, Scapegoating, Ingratiation


Department
Management (MGH)
Course Code
MGHD27H3
Professor
Joanna Heathcote
Chapter
12

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CHAPTER 12- POWER, POLITICS AND ETHICS
PowerThe capacity to influence others who are in a state of dependence
Legitimate Power Power derived from a persons position or job in an org
Reward Power Power derived from the ability to provide positive outcomes and
prevent negative outcomes
Coercive Power Power derived from the use of punishment and threat (the least
effective way to lead)
Referent Power Power derived from being well liked by others
Expert Power Power derived from, having special information or expertise that is
valued by an org
Expert and Referent are the more effective while the legitimate and reward are semi
effective
HOW DO PEOPLE OBTAIN POWER?
DOING THE RIGHT THINGS
oExtraordinary Activities Excellent performance of a routine job might not
be enough to obtain power
One needs excellent performance in unusual or non routine activities
oVisible Activities Must be seen
oRelevant Activities Only if its important
Cultivating the Right People
oOutsiders
oSubordinates
oPeers- no backstabbers
oSuperiors
EMPOWERMENT-PUTTING POWER WHERE IT IS NEEDED
Giving people the authority, opportunity, and motivation to take initiative and
solve org. problems
Giving more power to the lower-level employees can be beneficial to service org.s
They have a stronger sense of self efficacy
Fosters job satisfaction and high performance
INFLUENCE TACTICS-PUTTING POWER TO WORK
Tactics that are used to convert power into actual influence over others
oAssertiveness
oIngratiation using flattery and acting friendly, polite or humble
oRationality using logic, reason, planning and compromise
oExchange doing favours or offering to trade favours
oUpward appeal making formal or informal appeals to org. superiors
oCoalition Formingseeking united support from other org. members
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