close

Вход

Забыли?

вход по аккаунту

?

9. Power and Politics

код для вставкиСкачать
Chapter 9
Power and Politics
Purpose and Overview
• Purpose
– To learn about the importance, sources, and
uses of power and politics
– Understand strategies and tactics for
increasing power
– Understand conditions that contribute to
power abuse and their consequences
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
2
Purpose and Overview
• Overview
– The Importance of Power and Politics in
Health Services Organizations
– Sources of Power
– When Power Is Likely To Be Used
– Issues on Which Power Is Likely To Be Used
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
3
Purpose and Overview
• Overview
– Power Strategies and Tactics: Games People
Play
– Employee Responses to Use of Power
– The Abuse of Power in Organizations
– Power, Politics, and Organizational
Performance
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
4
The Importance of Power
and Politics
• Success requires:
– Attention to the distribution of power
– Attention to the circumstances under which
power is used
– Knowledge of tactics and strategies
associated with the effective use of power
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
5
The Importance of Power
and Politics
• Influence
• Power
• Politics
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
6
The Importance of Power
and Politics
• Why Power and Politics?
– To direct and control behavior of
organizational members to achieve
organizational goals
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
7
Rational Versus Political
Perspectives on Management
• Rational Models
• Political Perspectives
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
8
Rational Versus Political
Perspectives on Management
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
9
Rational Versus Political
Perspectives on Management
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
10
Sources of Power
• Authority linked to formal position
• Control over resources
• Control over decision-making processes
and information
• Network centrality
• Nonsubstitutability
• Management of strategic contingencies
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
11
Sources of Power
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
12
Sources of Power
• Tactics for Increasing Power
– Provide resources to other departments and
operating units
– Create dependencies
– Take responsibility for areas of high
uncertainty
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
13
Sources of Power
• Tactics for Increasing Power
– Satisfy strategic contingencies
– Build coalitions
– Expand networks
– Control decision processes
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
14
When Power Is Likely To Be Used
• For important decisions
• When performance is difficult to assess
• When there are uncertainties and
disagreement
• Interdependence
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
15
Issues on Which Power
Is Likely To Be Used
• Four Domains
– Structural change
– Interdepartmental coordination
– Management succession
– Resource allocation and budgeting
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
16
Power Strategies and Tactics:
Games People Play
• Power may be converted into political
influence
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
17
Power Strategies and Tactics:
Games People Play
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
18
Power Strategies and Tactics:
Games People Play
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
19
Employee Responses to
Use of Power
• Employees may react negatively to use of
power
– Decreased trust in the organization
– Increased employee dissatisfaction
– Increased conflict within the organization
– Decreased morale and effort
– Increased employee turnover
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
20
Employee Responses to
Use of Power
• Power use may undermine future
operations and decision making
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
21
The Abuse of Power
in Organizations
• Necessary at times to achieve goals
– Personal goals
– Organizational goals
• Managers
– Necessary to understand that power is
potentially abusive to employees
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
22
The Abuse of Power
in Organizations
• Conditions Facilitating the Abuse of Power
– High information ambiguity
– High ends mean ambiguities
– Overly centralized decision making structure
– Scarcity of rival coalitions both internal and
external to organization
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
23
The Abuse of Power
in Organizations
• Conditions Facilitating Abuse of Power
– Low or one-sided interdependencies between
key organizational stakeholders
– Culture of organizational complacency
– Short time horizons
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
24
Power, Politics, and
Organizational Performance
• Can serve to facilitate implementation of
important decisions
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
25
Power, Politics, and
Organizational Performance
• Approaches to Reducing Inefficiencies
Due to Political Activity
– Increase level of slack resources
– Reduce differentiation and heterogeneity
among organizational members and units
– Divide organizational rewards more evenly
Copyright В© 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED.
26
Документ
Категория
Презентации
Просмотров
2
Размер файла
1 330 Кб
Теги
1/--страниц
Пожаловаться на содержимое документа