close

Вход

Забыли?

вход по аккаунту

?

Lecture 12 slides

код для вставкиСкачать
Power & Politics in Organizations
Authority
пЂі Vested in organizational
positions
пЂі Accepted by subordinates
пЂі Flows down the vertical
hierarchy
Power
пЂі Ability to achieve
desired outcomes
пЂі Unrelated to hierarchy
пЂі Rests on control of
critical resources
пЂі Produced by
interdependencies
A typology of organizational
decision making
Agreement on Preferences
High
Low
High
Computational
Compromise
Decisions
Decisions
(Rational Model) (Political
Model)
Low
Judgmental
Decisions
(Incremental
Model)
Agreement on
Cause/effect
Relations
Inspirational
Decisions
(Mixed Model)
Sources of Managerial Power
пЃ¶
Legitimate Power
the ability to influence others because it is accepted as
legitimate by those involved
пЃ¶
Coercive Power
the ability to punish another
пЃ¶
Expert Power
the ability to influence others because of special
knowledge or skill
пЃ¶
Referent Power
the ability to influence others because others identify
themselves with a specific person
Sources of Vertical Power
пЃ¶ Power Sources for Top Management
пЃµ Formal position
пЃµ Control over resources
пЃµ Control of decision premises and information
пЃµ network centrality
пЃ¶ Power
Sources for Middle Managers
пЃµ Nature
of tasks
пЃµ Network interactions
пЃ¶ Power
Sources for Lower-Level Participants
пЃµ Personal
(Expertise, Effort, Persuasion, Manipulation)
пЃµ Positional (Physical location, Information, Access)
The Empowerment Continuum
High
Degree of
Empowerment
Mini-enterprise
Units
Self-directed
Teams
Cross-functional
Teams
Participation
Groups
Suggestion
Programs
Job redesign
& Enrichment
Low
Few
Employee
Skill Requirements
Many
The Trend Toward Empowerment
пЃ¶ Elements
of Empowerment
пЃµ Employees
receive information about company
performance
пЃµ Employees have knowledge and skills to contribute
пЃµ Employees have the power to make substantive
decisions
пЃµ Employees rewarded for their contributions
пЃ¶ The
Empowerment Process
пЃµ Diagnose
пЃµ Engage
in empowerment practices
пЃµ Provide feedback
Horizontal Power of Departments
пЃ¶
Strategic Contingencies: Events or activities that are
critical for attaining organizational goals
пЃ¶
Power Sources
пЃЇDependency: The ability to control over what others
want or need
пЃЇFinancial resources
Centrality: A department’s role in the primary activity of
an organization
пЃЇNon-substitutability: Inability of other departments to
perform a specific function
пЃЇCoping with uncertainty: Power acquired by
пЃЇ
пЃЇ
пЃЇ
Obtaining prior information
Prevention
Absorption
Political Processes in Organizations
пЃ¶ Definition
of Organizational Politics
Organizational activities to acquire, develop, and use
power to obtain the preferred outcomes
пЃ¶ Rational
Choice versus Political Behavior
пЃ¬The rational model
пЃ¬The political model
пЃ¬The mixed model
Rational Vs Political Models
Organizational
Characteristics
Rational Model
Political Model
Goals and Preferences
Consistent across
Participants
Inconsistent, pluralistic
Within organization
Power and Control
Centralized
Decentralized
Decision Process
Orderly, logical,
rational
Shifting coalition of
interest groups
Information
Extensive, systematic,
and accurate
Ambiguous, information
is used strategically
Decisions
Based on outcome
maximizing choice
Results of bargaining &
interplay of interests
Ideology
Efficiency &
Effectiveness
Struggle, conflict,
winners and losers
Domains of Political
Activity
пЃ¶ Structural
Change
пЃ¶ Interdepartmental
пЃ¶ Management
пЃ¶ Resource
Coordination
Succession
Allocation
Using Power and Political
Influence
Tactics for Increasing the Political Tactics for
Power Base
Using Power
Enter Areas of high
Uncertainty
Create Dependencies
Build Coalitions
Provide Resources
Control Decision Premises
Satisfy Strategic
Contingencies
Enhance Legitimacy &
Expertise
Make Preferences Explicit,
but keep power implicit
Expand Networks
Документ
Категория
Презентации
Просмотров
4
Размер файла
83 Кб
Теги
1/--страниц
Пожаловаться на содержимое документа