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2400 chp 12

power

capacity to influence other who are in a state of dependence

Legitimate power

stems from persons position on the job

reward power

power holder can exert influence by rewarding and preventing negative outcomes

coercive power

power holder used punishment and threat

expert power

when someone has crucial knowledge or something of value

referent power

power holder is well liked, regardless of hierarchy position

empowerment

giving people authority, opportunity, and motivation to take initiative to solve problems

influence tactics of power

○ Assertiveness - ordering, setting deadlines, verbal confrontation
○ Ingratiation - use flattery, act humble

○ Self-promotion - promote own ability to help other realize

○ Rationality - use logic, management relationships

○ Exchange - do favours for something

○ Upward appeal - get superiors to intervene on their behalf

○ Coalition formation - party seeks support from others

shotgun style

high on all influence tactics with emphasis on assertiveness and exchange

Institutional managers

use power for good of organization, use "coaching" leadership style, and are not interested in others opinions on them

Controlling strategic contingencies

- critical factors affecting organizational effectiveness

§ Scarcity - how scare is your source of power? Can others reward the subunit?

§ Uncertainty - can you provide certainty?

□ EXAMPLE: IT during COVID-19

§ Centrality - How important is your work?

§ Substitutability - Can others substitute you?

Organizational politics

pursuit of self interest in organization

Machiavellianism

use of means to gain power

Machiavellianism characteristics

○ Act in self-interest, even at expense of others
○ Cool and calculating

○ High self-esteem and confidence

○ Form alliances with powerful people

ethics

systematic thinking of moral consequences of decisions

bounded ethicality

people engage in behaviour that violates their own ethical standards

Causes of unethical behaviour

○ Personality - certain personality types are more prone
○ Gain - temptation and greed

○ Extreme performance pressure - people may cut corners

○ Role conflict - role as salesperson vs role as human in society

○ Strong organizational identification - feel company can do no wrong (not enough scrutiny)

○ Competition - scarce resources

○ Organizational and industry culture - cultures could reward or punish corrupt behaviour

§ EXAMPLE: a success-at-any-cost culture

whistle blowing

occurs when current or former organizational member discloses illegitimate practices to some person or organization that could take action

Measures to deal with SH

○ Top management commitment
○ Provide comprehensive education programs

○ Continuously monitor work environment

○ Quickly respond to complaints

○ Have clear policies and reporting procedures

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