Organizational_Behavior_Ch10

Organizational_Behavior_Ch10 - Chapter 10 Power and...

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Unformatted text preview: Chapter 10 Power and Politics Chapter at a Glance Since individuals join organizations for their own reasons and to meet their own goals, they vie for their own interests in a hierarchical setting. Thus, analyses of power and politics are a key to understanding the behavior of in- dividuals within organizations. As you read Chapter 10, keep in mind these study topics. POWER AND INFLUENCE Interdependence, Legitimacy, and Power Obedience Acceptance of Authority and the Zone of Indifference SOURCES OF POWER AND INFLUENCE Position Power Personal Power Building Influence EMPOWERMENT Keys to Empowerment Power as an Expanding Pie Beyond Empowerment to Valuing Employees as a Strategy ORGANIZATIONAL POLITICS The Traditions of Organizational Politics The Politics of Self-Protection Politics and Governance CHAPTER 10 STUDY GUIDE Build capacity to get things done J ohn Chambers, President and CEO of Cisco Systems ends many of his messages with good leading and good managing. Cisco, the leading provider of network gear for the Internet, is back from the devastating tech bust at the turn of the century and looking to the future in a different way. Chambers cut fast and deep after the bust, disposing of some $2 bil- lion in antiquated inven- tory, and immediately refocused the firm on building for the future. Chamberss immediate focus for Cisco is this: In todays environment, its all about getting back to the basics in terms of focusing on the areas that a company can influence and control: cash generation, available market share gains, productivity increases, profitabil- ity, and technology innovation. These factors determine who will survive in this challenging economy. The future, according to Chambers, will not be centered on labor or capital in isola- tion, but rather will stress interaction. Rich network connections will lead to dramatic increases in productivity in the same way the development of airline networks eventu- ally led to e-tickets. Rather than reducing the importance of em- ployees, Chambers suggests an em- phasis on interactions will favor those who can add value and content to net- works. 1 In todays en- vironment, its all about get- ting back to the basics . . . 214 Power and Influence What does John Chamberss emphasis on interactions have to do with power and politics? Plenty. The basis for both power and politics is the degree of intercon- nectedness among individuals. 2 As individuals pursue their own goals in a firm, they must also deal with the interests of others. There are never enough resourcesmoney, people, time, or authorityto get all things done for all. Man- agers may see a power gap. 3 As discussed throughout this chapter, the power gap and its associated political dynamics have at least two sides. On the one hand, power and politics represent the seamy side of organizational life. Organizations are not democracies composed of individuals with equal influence. Some people have a lot more clout than others. There are winners and losers in the battles forhave a lot more clout than others....
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This note was uploaded on 03/21/2010 for the course NA MGT 307 taught by Professor Unknown during the Spring '10 term at University of Phoenix.

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Organizational_Behavior_Ch10 - Chapter 10 Power and...

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