Power may :
- be granted by the organization
- stem from characteristics of an individual
- stem from ownership
- stem from control of resources
- be derived from capitalizing on opportunity
- stem from managing critical problems
- stem from being close to power
-Position power
-Personal power
-Power stemming from ownership
-Power stemming from providing resources
-Power derived from capitalizing on opportunities
-Power stemming from managing critical problems
-Power stemming from being close to power
Four Bases of Position Power
Legitimate power is the lawful right to make a decision and expect compliance
Reward power stems from having the authority to give employees rewards for compliance
Coercive power is the power to punish for noncompliance
Information power stems from formal control over the information people need
Sources of Personal Power
Expert power is the ability to influence others through specialized knowledge, skills, or abilities
Referent power is the ability to influence others through desirable traits and characteristics
Prestige power is power stemming from one’s status and reputation
Ownership Power
A leader’s strength of ownership power depends on
how closely the leader is linked to shareholders and board members
how much money he or she has invested in the firm
Resource Dependence Perspective
An organization requires a continuing flow of human resources, money, customers and clients, technological inputs, and materials to continue to function
Organizational subunits or individuals who can provide these key resources accrue power
Power from Capitalizing on Opportunity
Power can be derived from being in the right place at the right time and taking the appropriate action
Strategic Contingency Theory
Topic is best way to cope with the firm’s critical problems and uncertainties acquire relatively large amounts of power
A subunit can acquire power by virtue of its centrality
Centrality is the extent to which a unit’s activities are linked into the system of organizational activities
Power from Being Close to Power
The closer a person is to power, the greater power he or she exerts
The higher a unit reports in a firm’s hierarchy, the more power it possesses
Empowerment
refers to passing decision-making authority and responsibility from managers to group members. Almost any form of participative management, shared decision making, and delegation can be regarded as empowerment.
Effective Empowering Practices
Factors Contributing to Political Behavior
Pyramid-shaped organization structure
Subjective standards of performance
Environmental uncertainty and turbulence
Emotional insecurity
Machiavellian tendencies
Disagreement over major issues
Power-Gaining Strategies
Develop power contacts
Control vital information
Keep informed
Control lines of communication
Bring in outside experts
Make a quick showing
Remember that everyone expects to be paid back
Relationship-Building Strategies
Display loyalty
Manage your impression
Ask satisfied customers to contact your boss
Be courteous, pleasant, and positive
Ask advice
Send thank-you notes to large numbers of people
Flatter others sensibly
Potential Political Blunders
Criticizing the boss in a public forum
Bypassing the boss
Declining an offer from top management
Putting your foot in your mouth
Unethical Political Tactics
Back stabbing
Embrace or demolish
Setting a person up for failure
Divide and rule
Playing territorial games
Controlling Politics
Be aware of its causes and techniques
Avoid favoritism
Set good examples at the top of the organization
Encourage goal congruence
Threaten to discuss questionable information in a public forum
Hire people with integrity
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