organizational behavior notes for class.ppt

organizational behavior

1. Prepared by Charlie Cook
The University of West Alabama
© 2012 South-Western, a part of Cengage Learning
All rights reserved.
Power, Politics,
and Organizational
Justice
Chapter 14

2. 14–2© 2012 South-Western, a part of Cengage Learning
After studying this chapter you should be able to:
•Define and discuss influence in organizations.
•Describe the types and uses of power in organizations.
•Discuss politics and political behavior in organizations.
•Describe the various forms and implications of justice
in organizations.
Chapter Learning Objectives

3. 14–3© 2012 South-Western, a part of Cengage Learning
Influence in Organizations
•The Nature of Influence
–Influence is the ability to affect the perceptions,
attitudes, or behaviors of others
•The source and target of influence can be a person or a group
•Influence can be used beneficially or harmfully
•Impression Management
–A direct and intentional effort by someone to enhance
his or her own image in the eyes of others
•Example: personal appearance

4. 14–4© 2012 South-Western, a part of Cengage Learning
Power in Organizations
•The Nature of Power
–Power is the potential ability of a person or group to
exercise control over another person/group
•Types (or Bases) of Power
–Legitimate power
–Reward power
–Coercive power
–Expert power
–Referent power
–Position power
–Personal power

5. 14–5© 2012 South-Western, a part of Cengage Learning
14.1Common Forms of Power in Organizations
LEGITIMATE POWER Power that is granted by virtue of one’s position in the
organization
REWARD POWER Power that exists when one person controls rewards that
another person values
COERCIVE POWER Power that exists when one person has the ability to punish
or physically or psychologically harm someone else
EXPERT POWER Power that exists when one person controls information that
is valuable to someone else
REFERENT POWER Power that exists when one person wants to be like or
imitates someone else
POSITION POWER Power that resides in a position, regardless of who is filling
that position
PERSONAL POWER Power that resides in the person, regardless of the position
being filled

6. 14–6© 2012 South-Western, a part of Cengage Learning
Power in Organizations (cont’d)
•Position versus Personal Power
–Position powerresides in the position, regardless of
who is filling that position
–Personal powerresides in the person, regardless of
the position being filled
•The Uses of Power in Organizations (Yukl)
–Depending upon circumstances, a leader using any
given base of power might encounter one of three
responses—commitment, compliance, or resistance—
when trying to exert power

7. 14–7© 2012 South-Western, a part of Cengage Learning
14.1Position Power and Personal Power

8. 14–8© 2012 South-Western, a part of Cengage Learning
14.2Uses and Outcomes of Power
References: From Dorwin P. Cartwright ed., Studies in Social Power, 1959. Reprinted with
permission from the Institute for Social Research, University of Michigan, Ann Arbor, Michigan.
Source of
Leader Influence
Type of Outcome
Commitment Compliance Resistance
REFERENT POWER Likely Possible Possible
If request is believed to
be important to leader
If request is perceived to be
unimportant to leader
If request is for something that
will bring harm to leader
EXPERT POWER Likely Possible Possible
If request is persuasive
and subordinates share
leader’s task goals
If request is persuasive but
subordinates are apathetic
about leader’s task goals
If leader is arrogant and insulting,
or subordinates oppose task
goals
LEGITIMATE POWER Possible Likely Possible
If request is polite and
very appropriate
If request or order is seen as
legitimate
If arrogant demands are made or
request does not appear proper
REWARD POWER Possible Likely Possible
If used in a subtle,
very personal way
If used in a mechanical,
impersonal way
If used in a manipulative,
arrogant way
COERCIVE POWER Very Unlikely Possible Likely
If used in a helpful,
nonpunitive way
If used in a hostile or
manipulative way

9. 14–9© 2012 South-Western, a part of Cengage Learning
14.3Guidelines for Using Power
References: Reprinted from Gary A. Yukl, Leadership in Organization, 2nd ed., © 1989, pp. 44–49, Prentice-Hall, Inc., Englewood Cliffs, NJ.
Basis of Power Guidelines for Use
REFERENT POWER •Treat subordinates fairly
•Defend subordinates’ interests
•Be sensitive to subordinates’ needs, feelings
•Select subordinates similar to oneself
•Engage in role modeling
EXPERT POWER •Promote image of expertise
•Maintain credibility
•Act confident and decisive
•Keep informed
•Recognize employee concerns
•Avoid threatening subordinates’ self-esteem
LEGITIMATE POWER •Be cordial and polite
•Be confident
•Be clear and follow up to verify understanding
•Make sure request is appropriate
•Explain reasons for request
•Follow proper channels
•Exercise power regularly
•Enforce compliance
•Be sensitive to subordinates’ concerns
REWARD POWER •Verify compliance
•Make feasible, reasonable requests
•Make only ethical, proper requests
•Offer rewards desired by subordinates
•Offer only credible rewards
COERCIVE POWER •Inform subordinates of rules and penalties
•Warn before punishing
•Administer punishment consistently and
uniformly
•Understand the situation before acting
•Maintain credibility
•Fit punishment to the infraction
•Punish in private

10. 14–10© 2012 South-Western, a part of Cengage Learning
Politics and Political Behavior
•Organizational Politics
–Activities carried out by people to acquire, enhance,
and use power and other resources to obtain their
desired outcomes
•The Pervasiveness of Political Behavior
–Political behavior is believed to be more prevalent at
higher levels of the organization than at lower levels
–Politics are often viewed as distasteful
–Key is to figure out how to use power constructively

11. 14–11© 2012 South-Western, a part of Cengage Learning
A Model of
Ethical Political
Behavior
Reference: Gerald F. Cavanaugh, Dennis J. Moberg, and Manuel Velasques, “The Ethics of
Organizational Politics.” Academy of Management Review, July 1981, p. 368. Used with permission.
14.2

12. 14–12© 2012 South-Western, a part of Cengage Learning
Managing Organizational Politics
Managing Political Behavior
Requires Understanding
Reasons for
Political Behavior
Common Political
Behaviors
Techniques for
Limiting Effects
of Behaviors

13. 14–13© 2012 South-Western, a part of Cengage Learning
14.3Use of Political Behavior: Reasons, Techniques,
and Possible Consequences

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Politics and Political Behavior (cont’d)
•Managing Political Behavior
–Success requires understanding of the reasons for
political behavior
•Ambiguous goals
•Scarce resources
•Uncertainties related to nonroutine technology and dynamic,
complex environments
•Non programmed decisions
•Organizational change

15. 14–15© 2012 South-Western, a part of Cengage Learning
Politics and Political Behavior (cont’d)
•Techniques Used in Political Behaviors
–Controlling as much information as possible
–Creating or exploiting situations to control lines of
communication
–Using outside experts to validate manager’s actions
–Controlling the agenda
–“Game playing”
–Building coalitions
–Controlling decision parameters

16. 14–16© 2012 South-Western, a part of Cengage Learning
Politics and Political Behavior (cont’d)
Strategies for limiting the effects
of political behavior
Open
communication
Reduce
uncertainty
Awareness of
causes/techniques
of political
behavior

17. 14–17© 2012 South-Western, a part of Cengage Learning
14.4Four Basic Forms of Organizational Justice

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Organizational Justice
•Organizational Justice
–The perceptions of people in an organization
regarding fairness
•Forms of Organizational Justice
–Distributive justice
•People’s perceptions of the fairness with which rewards and
other valued outcomes are distributed within the organization
•Perceptions affect individual satisfaction with work-related
outcomes

19. 14–19© 2012 South-Western, a part of Cengage Learning
Organizational Justice (cont’d)
•Forms of Organizational Justice (cont’d)
–Procedural justice
•Individual perceptions of the fairness used to determine
various outcomes
•Perception of a high level of procedural justice may lead to
higher level of motivation to participate in activities
•Perception of a low level of procedural justice may lead to
withdrawal from opportunities to participate

20. 14–20© 2012 South-Western, a part of Cengage Learning
Organizational Justice (cont’d)
•Forms of Organizational Justice (cont’d)
–Interpersonal justice
•Relates to the degree of fairness people see in how they are
treated by others in their organization
•Perception of interpersonal justice will most affect how
individuals feel about those with whom they interact and
communicate
•Power and political behaviors are likely to play a role

21. 14–21© 2012 South-Western, a part of Cengage Learning
Organizational Justice (cont’d)
•Forms of Organizational Justice (cont’d)
–Informational justice
•Refers to the perceived fairness of information used to arrive
at decisions
•Power and political behaviors are likely to play an important
role in perceptions of information justice

22. 14–22© 2012 South-Western, a part of Cengage Learning
Organizational Behavior in Action
•After reading the chapter:
–In the chapter opening case, did Starbuck’s founder
Howard Shultz’s continuing presence affect how
others viewed the performance of his successors?
–Is it ethical for a leader to use of personal power if that
power is acquired by playing on the strength of the
identification of followers with the leader?
–Which forms of organizational justice are in use in the
grading system for this class?