Chapter 11 POWER AND POLITICAL BEHAVIOR nqimch11

Chapter 11 POWER AND POLITICAL BEHAVIOR nqimch11 - 11 POWER...

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11 POWER AND POLITICAL BEHAVIOR CHAPTER SCAN Power and the accompanying political behavior are inevitable in all organizations. French and Raven categorized power as having five forms: reward power, coercive power, legitimate power, referent power, and expert power. Power can be used for personal gain, or for social purposes. Etzioni identified three types of power and three types of organizational involvement that lead to either congruent or incongruent use of power. Symbols of power are discussed. A final section addresses managing the boss and sharing power through empowering organizational members. LEARNING OBJECTIVES After reading this chapter, you should be able to do the following: 1. Distinguish between power, influence, and authority. 2. Describe the interpersonal and intergroup sources of power. 3. Understand the ethical use of power. 4. Explain power analysis, an organizational-level theory of power. 5. Identify symbols of power and powerlessness in organizations. 6. Define organizational politics and understand the major influence tactics. 7. Develop a plan for managing employee–boss relationships. 8. Discuss how managers can empower others. 215
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Chapter 11: Power and Political Behavior KEY TERMS Chapter 11 introduces the following key terms: power influence authority zone of indifference reward power coercive power legitimate power referent power expert power information power personal power social power strategic contingencies powerlessness organizational politics political behavior empowerment THE CHAPTER SUMMARIZED I. LOOKING AHEAD: Carly Fiorina: Fortune’s Most Powerful Woman II. THE CONCEPT OF POWER Power is the ability to influence another person. The process by which we affect the thoughts, behavior, and feelings of another person is called influence. Authority is the right to influence another person. Most individuals prefer to use influence rather than authority to get things done. When we attempt to influence an individual, our approaches may or may not fall within the employee's zone of indifference . The zone of indifference is the range in which attempts to influence are perceived as legitimate, and the receiver responds to the influence willingly. III. FORMS AND SOURCES OF POWER IN ORGANIZATIONS A. Interpersonal Forms of Power French and Raven identified the five most common bases of power in an organization as reward, coercive, legitimate, referent, and expert power. 1. Reward Power 216
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Chapter 11: Power and Political Behavior Reward power is the control over rewards that are valued by another. Typical examples of rewards are salary increases, bonuses, and promotions. In addition, praise can be used as a reward. 2. Coercive Power Coercive Power is the ability to administer unpleasant consequences. The implied force relates to threats and punishments. Some forms of coercive power include verbal abuse, lack of support, and disciplinary actions. 3.
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Chapter 11 POWER AND POLITICAL BEHAVIOR nqimch11 - 11 POWER...

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