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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S
W W W . P R E N H A L L . C O M / R O B B I N S
T E N T H E D I T I O N
© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
© 2003 Prentice Hall Inc. All rights reserved. 13–2
AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:
1. Contrast leadership and power.
2. Define the four bases of power.
3. Clarify what creates dependency in power relationships.
4. List seven power tactics and their contingencies.
5. Explain how sexual harassment is about the abuse of power.
6. Describe the importance of a political perspective.
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© 2003 Prentice Hall Inc. All rights reserved. 13–3
AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:
7. List the individual and organizational factors that stimulate political behaviors.
8. Identify seven techniques for managing the impression one makes on others.
9. Explain how defensive behaviors can protect an individual’s self-interest.
10. List the three questions that can help determine if a political action is ethical.
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© 2003 Prentice Hall Inc. All rights reserved. 13–4
A Definition of PowerA Definition of Power
A B
© 2003 Prentice Hall Inc. All rights reserved. 13–5
Contrasting Leadership and PowerContrasting Leadership and Power
Leadership– Focuses on goal
achievement.– Requires goal
compatibility with followers.
– Focuses influence downward.
Research Focus– Leadership styles
and relationships with followers.
Power– Used as a means
for achieving goals.
– Requires follower dependency.
– Used to gain lateral and upward influence.
Research Focus– Power tactics for
gaining compliance.
© 2003 Prentice Hall Inc. All rights reserved. 13–6
Bases of PowerBases of Power
© 2003 Prentice Hall Inc. All rights reserved. 13–7
Bases of PowerBases of Power
© 2003 Prentice Hall Inc. All rights reserved. 13–8
Personal PowerPersonal Power
© 2003 Prentice Hall Inc. All rights reserved. 13–9
Personal PowerPersonal Power
© 2003 Prentice Hall Inc. All rights reserved. 13–10
Dependency: The Key To PowerDependency: The Key To Power
The General Dependency Postulate
– The greater B’s dependency on A, the greater the power A has over B.
– Possession/control of scarce organizational resources that others need makes a manager powerful.
– Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power.
What Creates Dependency
– Importance of the resource to the organization
– Scarcity of the resource
– Nonsubstitutability of the resource
© 2003 Prentice Hall Inc. All rights reserved. 13–11
Power TacticsPower Tactics
Tactical Dimensions:
• Reason
• Friendliness
• Coalition
• Bargaining
• Assertiveness
• Higher authority
• Sanctions
Tactical Dimensions:
• Reason
• Friendliness
• Coalition
• Bargaining
• Assertiveness
• Higher authority
• Sanctions
© 2003 Prentice Hall Inc. All rights reserved. 13–12
Use of Power Tactics: From Most to Least Popular
Use of Power Tactics: From Most to Least Popular
E X H I B I T 13-2
© 2003 Prentice Hall Inc. All rights reserved. 13–13
Power in Groups: CoalitionsPower in Groups: Coalitions
• Seek to maximize their size to attain influence.
• Seek a broad and diverse constituency for support of their objectives.
• Occur more frequently in organizations with high task and resource interdependencies.
• Occur more frequently if tasks are standardized and routine.
• Seek to maximize their size to attain influence.
• Seek a broad and diverse constituency for support of their objectives.
• Occur more frequently in organizations with high task and resource interdependencies.
• Occur more frequently if tasks are standardized and routine.
© 2003 Prentice Hall Inc. All rights reserved. 13–14
Sexual Harassment: Unequal Power in the Workplace
Sexual Harassment: Unequal Power in the Workplace
© 2003 Prentice Hall Inc. All rights reserved. 13–15
Politics: Power in ActionPolitics: Power in Action
© 2003 Prentice Hall Inc. All rights reserved. 13–16
Politics Is in the Eye of the BeholderPolitics Is in the Eye of the Beholder
E X H I B I T 13-3
© 2003 Prentice Hall Inc. All rights reserved. 13–17
Factors That Influence Political Behaviors
Factors That Influence Political Behaviors
E X H I B I T 13-4
© 2003 Prentice Hall Inc. All rights reserved. 13–18
Employee Responses to Organizational Politics
Employee Responses to Organizational Politics
E X H I B I T 13-5
© 2003 Prentice Hall Inc. All rights reserved. 13–19
Defensive Behaviors
Defensive BehaviorsAvoiding Action:
• Overconforming
• Buck passing
• Playing dumb
• Stretching
• Stalling
Avoiding Action:
• Overconforming
• Buck passing
• Playing dumb
• Stretching
• Stalling
Avoiding Blame:
• Buffing
• Playing safe
• Justifying
• Scapegoating
• Misrepresenting
Avoiding Blame:
• Buffing
• Playing safe
• Justifying
• Scapegoating
• MisrepresentingAvoiding Change:
• Prevention
• Self-protection
Avoiding Change:
• Prevention
• Self-protection
E X H I B I T 13-6
© 2003 Prentice Hall Inc. All rights reserved. 13–20
Impression Management (IM)Impression Management (IM)
IM Techniques:
• Conformity
• Excuses
• Apologies
• Self-Promotion
• Flattery
• Favors
• Association
IM Techniques:
• Conformity
• Excuses
• Apologies
• Self-Promotion
• Flattery
• Favors
• Association
© 2003 Prentice Hall Inc. All rights reserved. 13–21
Is Political Action Ethical?Is Political Action Ethical?
E X H I B I T 13-8
UtilitarianismUtilitarianismUtilitarianismUtilitarianism RightsRightsRightsRights JusticeJusticeJusticeJustice
