Power

The Capacity to Change the Behavior or

Attitudes of Others in a Desired Manner

1
Individual Power

2
Position powers
 Legitimate power: the  Coercive power: the
individual power base individual power desired
derived from one`s from an individual
position in an person`s capacity to
organizational hierarchy give the punishments to
 Reward power: the his subordinates.
individual power derived  Information power: the
from an individual extent to which a
person`s capacity to supervisor provides a
administer valued subordinate with the
rewards to others relevant information to
complete the work.
3
Politics in the
workplace
Political Behavior Forms

 Gain Control Over and Selective Use of

Information
 Cultivate Favorable Impression
 Build Powerful Coalitions
 Blame and Attack Others
 Associate with Powerful Others
 Create Obligations and Use Reciprocity
5
Factors Influencing Politics

 Personal Determinants

 Organizational Determinants

 Human Resource Management Activities

 Large Multinational Organizations

6
Conflict,
Cooperation,
Trust, & Deviance
Workplace Interpersonal
Behavior

8
Psychological Contracts

9
Trust

10
Developing and Promoting Trust

 Developing
• Some Tend to Be More Trusting
• Some Develop Trustworthy Reputations
 Promoting
• Always Meet Deadlines
• Follow Through as Promised
• Spend Time Sharing Personal Values and
Goals

11
Organizational Citizenship
Behaviors

12
Cooperation vs. Competition

13
Individual Cooperation
Determinants
 Reciprocity Principle
 Personal Orientation
• Competitors
• Individualists
• Cooperators
• Equalizers
 Organizational Reward Systems

14
Cooperation Between
Organizations
 Partnering with Suppliers

 Research and Development Partnerships

 Interorganizational Alliances and Social

Dilemmas

15
Conflict Types

 Substantive

 Affective

 Process

16
Conflict Causes

 Grudges

 Malevolent Attributions

 Destructive Criticism

 Distrust

 Scarce Resource Competition

17
How to Manage Conflict
Effectively

18
Managing Conflict Through
Negotiation
Win–Win Solutions
 Avoid Making Unreasonable Offers

 Seek the Common Ground

 Broaden the Scope of Issues Considered

 Uncover the “Real” Issues

19
Managing Conflict Through
Negotiation
Alternative Dispute Resolution
 Mediation

 Arbitration
• Binding
• Voluntary
• Conventional
• Final Offer

20
Mediation vs. Arbitration

21
Organizational Deviance

22
Whistle Blowing

23
Cyberloafing

Using Company’s Email and/or Internet

Facilities for Personal Use

24
Workplace Aggression
Types
 Expressions of Hostility

 Obstructionism

 Overt Aggression

25
Workplace Aggression
Causes
 Perceived Unfairness

 High Trait Anger

 Positive Attitude Toward Revenge

 Past Experience with Aggression

 Express Anger Overtly

26
Workplace Bullying

27
Managing Workplace
Aggression
 Establish Clear Norms Against Abusive
Treatment of Employees and Enforcement of
Procedures

 Train Managers in Interpersonal Skills

 Conduct Periodic Employee Satisfaction and

Commitment Assessments

28
Employee Theft

 Causes
 See Coworkers Doing It
 Not Stealing Goes Against Group Norms

 Reducing
 Involve Employees in Theft Policy Creation
 Communicate Stealing Costs
 Treat Employees Fairly
 Be a Good Role Model

29
Change Management
 Lewins Theory of change
 Kotters 8 Step Theory

30
 Kotter’s Eight-Step Plan for Implementing Change

1. Establish a sense of urgency by creating a compelling reason for

why change is needed.
2. Form a coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for achieving
the vision.
4. Communicate the vision throughout the organization.
5. Empower others to act on the vision by removing barriers to change
and encouraging risk taking and creative problem solving.
6. Plan for, create, and reward short-term “wins” that move the
organization toward the new vision.
7. Consolidate improvements, reassess changes, and make necessary
adjustments in the new programs.
8. Reinforce the changes by demonstrating the relationship between
new behaviors and organizational success.

EEXXHHI IBBI I
Source: Based on J. P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996). TT 18–5
18–5