Colbourne - PowerPoint Presentation

Slide1

Colbourne College

Organisational Behaviour

Unit 12 – Week

Three

Facilitator: Dr

P

aul B ThompsonSlide2

Learning Objective 1

Analyse the influence of culture, politics and power on the behaviour of others in an

organisational

contextSlide3

Revision & Reinforcement

Socialisation – the process that adapts employees to the organisation’s culture

Three stages of socialisation:

Pre-arrival stage

= period of learning that occurs before a new employee joins the organisation

Encounter stage

= when the new employee sees that the organisation is really like

metamorphosis stage

= new employee changes and adjusts to job, work, norms, colleagues, groups, organisationSlide4

Revision & Reinforcement

Influence of culture – Shapes attitudes, behaviours, and expectations; Creates sense of pride which bolsters sense of belonging and enhances competence.

Stakeholder influence of culture – C

ustomers, suppliers, creditors, and competitors impact the culture of the organisation i.e. how the organisation thinks of itself and acts. Slide5

Power and Politics in Organisations

What is power?

The capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes (Robbins, 2000, p. 352).

Power implies a

potential

that need not be actualised in order to be effective, and a

dependency

relationship. I.e. Power may not be used and the person with power may be of influence if s/he controls something that you desire.Slide6

Power and Politics in Organisations

Five Bases of Power (French & Raven)

Coercive

= based on fear and fear of the negative outcomes of not complying. It depends on the application or threat of the application of physical sanctions like pain, frustration through restriction of movement, or controlling by force of basic physiological or safety needs

Reward

= opposite of coercive. Based on the ability to distribute rewards that others view as valuable. E.g. money, favourable performance evaluations, work assignments, information, work shifts.Slide7

Power and Politics in Organisations

Legitimate

= based on person’ position in the formal hierarchy of an organisation. It includes coercive and reward powers, but go beyond these to include acceptance by members of the authority of a position. Listening & complying are expected of members.

Expert

= based on special skills, expertise, or knowledge. Especially significant because of technological influence in organisational development & growth.Slide8

Power and Politics in Organisations

Referent

= based on the individual’s possession of desirable resources or personal traits. It develops out of admiration of another and is like charisma.

- It may result in modelling the behaviour and attitude of the individual. E.g. the influence of celebrities. Being articulate, domineering, physically imposing, or charismatic may cause one to get others to do what you want.Slide9

Power and Politics in Organisations

(

Y

ukl

, G. (2002).

Leadership in Organisations

)

Information

= based on the person’s access to vital information and control over its distribution to others.

- May be based on position, e.g. leader who shares it with subordinates; but may involve creating a network and gathering information.

May involve distortion of information and used as a means of control.

Subordinates may also exercise this type of power over managers. Slide10

Power and Politics in Organisations

(

Yukl

, G. (2002).

Leadership in Organisations

)

Ecological

= based on control over physical environment, technology, organisation of work. Also known as “situational engineering.” - It may involve modifying subordinate’s job design to increase motivation.

- It may also involve control over physical work environment. Sound or light signals may warn operators when to do some things should be done. The frequency of such signals could be engineered.Slide11

Power and Politics in Organisations

Political

=

This power comes from the support of a group. It arises from a leader’s ability to work with people and social systems to gain their allegiance and support. It develops in all organizations.

There are a number of tactics that leaders can use to gain political power. One such tactic is social exchange which implies, ‘If you do something for me, I will do something for you.’

From:

http://www.yourarticlelibrary.com/business-management/6-important-types-of-power-in-leadership/2560/

Slide12

Measuring Bases of Power

(Robbins, 2000, p. 353)

The person can make things difficult for people, and you want to avoid getting him or her angry. __?

The person is able to give special benefits or rewards to people and it is good to trade favours with him or her. __?

The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests. ___?

(The person can work with a group to gain allegiance and achieve particular outcomes and lead to mutual benefit. __?)Slide13

Measuring Bases of Power

(Robbins, 2000, p. 353)

The person has the experience and knowledge to earn your respect, and you defer to his or her judgment in some matters. ___?

You like the person and enjoy doing things for him or her. ___?

The person has vital information which others in the organisation need. ___?

The person has power over and can manipulate the work environment. ___?Slide14

Dependency and Power

Dependency – most important aspect of power.

Basic Principle –

The greater B’s dependency on A, the greater the power A has over B =

W

hen you have something that other persons need but which you alone control, you can easily make others dependent on you, and so you have power over them.Slide15

Dependency and Power

“Dependency is inversely proportional to the alternative sources of supply. If something is plentiful, possession of it will not increase your power” (Robbins, 2000, p. 355).

If A creates a monopoly by controlling anything that others need, others become dependent on A. (E.g. skills, competencies, knowledge)

Conversely, the more others expand their options, the less power they place in the hands of A. (having more skilled, knowledgeable staff)Slide16

Creation of Dependency

Dependency is created when the resources that one controls are:

-

Important

: e.g. a department, particular groups, workers with particular skills.

-

Scarce

: Law of supply and demand. E.g. critical knowledge which is hid from others through codes; critical skills possessed by a few

-

Non-substitutable

: Having no viable substitutes = more power that control of that resource provides.

E.g. crude oil from OPEC countries.Slide17

Tactics Used to Assert Power

Seven tactics have been suggested in Robbins, 2000:

-

Reason

: Use of facts or data to make logical presentation of ideas

-

Friendliness

: Use of flattery, goodwill, acting humble or friendly before making request

-

Coalition

: Getting the support of others to back up request

-

Bargaining

: Negotiating through exchange of benefits or favoursSlide18

Tactics Used to Assert Power

-

Assertiveness

: Use of direct & forceful approach, demanding compliance, ordering

-

Higher authority

: Getting support of persons at higher levels in organisation to back up request.

-

Sanctions

: Use of organisationally derived rewards and punishments, e.g. promising or preventing salary increase, giving or threatening unsatisfactory evaluation, withholding promotionSlide19

Tactics Used to Assert Power

C

ultures vary across organisations. Some are warm and friendly, others are formal and conservative, others are somewhere between those extremes. The tactics used to assert power are related to the organisational culture. Some emphasize friendliness, some encourage reason, others rely on sanctions and assertiveness. This means that the tactics employed are to a large extent situational.Slide20

Proactive Influence Tactics

(

Yukl

, 2002, pp. 159 – 164)

Rational Persuasion

– uses logical arguments and factual evidence in making requests

Apprising

– explains benefits of request for organisation and member

Inspirational Appeals

– appeal is made to values and ideals, or to arouse emotions

Consultation

– request is made for suggestions for improvement of proposal or for planSlide21

Proactive Influence Tactics

(

Yukl

, 2002, pp. 159 – 164)

Exchange

– incentives are offered, or exchange of favours, or offer of reciprocation

Collaboration

– resources and assistance is offered for request to be carried or change made

Personal Appeals

– request is made based on friendship or personal favour is requested

Ingratiation

– praise and flattery are used or confidence is expressed in individualSlide22

Proactive Influence Tactics

(

Yukl

, 2002, pp. 159 – 164)

Legitimating Tactics

– legitimacy of request is made by referring to the rules, policies, or official documents

Pressure

– use is made of threats, demands, frequent checking, or persistent reminders

Coalition Tactics

– the aid or support of others is sought in order to persuade for the desired outcomeSlide23

Next Class

Next week, we will focus on:

Hofstede’s

dimensions of cultural theory and its implications;

How power is acquired or lost

Politics and political behaviour in the organisation