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07 Langton Fob 3ce Ch07
07 Langton Fob 3ce Ch07
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter Outline
A Definition of Power Bases of Power Dependency: The Key to Power Influence Tactics Empowerment: Giving Power to Employees The Abuse of Power: Harassment in the Workplace Politics: Power in Action
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
Dependency
Bs relationship to A when A possesses something that B needs.
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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1.
Reward Power The person is able to give special benefits or rewards to people, and you find it advantageous to trade favours with him or her. 1. Legitimate Power The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests. (continued)
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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4. Referent Power
4. Information Power
Source: Adapted from G. Yuki and C. M. Falbe, Importance of Different Power Sources in Downward and Lateral Relations, Journal of Applied Psychology, June 1991, p. 417. With permission. Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Source: R. M. Steers and J. S. Black, Organizational Behavior, 5th ed. (New York: HarperCollins, 1994), p. 487. Reprinted by permission of Pearson Education Inc., Upper Saddle River, New Jersey.
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Scarcity
A resource must be perceived as scarce.
Nonsubstitutability
The resource cannot be substituted with something else.
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Increasing Dependency
To increase the dependency of others on you,
You must control things viewed as important. The resources must be viewed as scarce. The resource must have few or no substitutes (nonsubstitutability).
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Influence Tactics
Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Pressure Legitimating tactics
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
Impression Management
The process by which individuals attempt to control the impression others form of them. More likely used by high self-monitors than low self-monitors.
High self-monitors try to read the situation.
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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OB at Work
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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For Review
1. What is power? How do you get it? 2. Contrast the bases of power with influence tactics. 3. What are some of the key contingency variables that determine which tactic a power holder is likely to use? 4. Which of the six power bases lie with the individual? Which are derived from the organization? 5. State the general dependency postulate. What does it mean? 6. What creates dependency? Give an applied example.
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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For Review
7. Identify the range of empowerment that might be available to employees. 8. Define sexual harassment. Who is most likely to harass an employee: a boss, a co-worker, or a subordinate? Explain. 9. How are power and politics related? 10. Define political behaviour. Why is politics a fact of life in organizations?
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Sources of Power
COERCIVE: Depends on fear. It is the ability to punish or withhold privileges. REWARD: Based on one's control over things that others desire such as vacations, raises, promotions, and office locations. LEGITIMATE: Person holding power has right to it because of position or role. Thus the person has a formal right to direct others in certain matters and the subordinates have a duty to obey those directions. EXPERT: The perception by others that one has superior judgment or knowledge on some topics, often specialized in nature. Unlike information power, this power base does not involve sharing of the facts or reasoning behind a decision. REFERENT: Develops out of subordinates' admiration for leader and his/her desire to model behaviour and attitudes after that person. The person builds feelings of support, liking, admiration, and respect with subordinates.
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Q#1
Temp. vs. Long
Q#1
Resistant vs. Acceptant
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Worse vs. Better
Coercive Reward
1 11 .
11 . 11 . 11 . 11 . 11 .
11 . 11 . 11 . 11 . 11 .
11 . 11 . 11 . 11 . 11 .
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Discussion Questions
1. Which kind of influence is most likely to immediately result in the desired behaviour? 2. Which will have the most long-lasting effects? 3. What effect will using a particular base of power have on the ongoing relationship? 4. Which form of power will others find most acceptable? least acceptable? Why? 5. Are there some situations where a particular type of influence strategy might be more effective than others?
Source: This Working with Others exercise was inspired by one found in Judith R. Gordon, Organizational Behavior, 2nd ed. (Englewood Cliffs, NJ: Prentice Hall, 1992), pp. 499502. Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Purpose of Exercise
Observe different types of power, and see how they affect you. Develop an understanding for which types of power are more likely to achieve positive (or negative) effects.
Which gets the desired behaviour? Which has most long lasting effect? How does it affect relationship? Which is most acceptable?
Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada
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Chapter 7, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition Copyright 2007 Pearson Education Canada