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Unformatted text preview: Instructors Manual Organizational Behavior & Management, 9 th edition Chapter Twelve: Power, Politics, and Empowerment Chapter Synopsis This chapter focuses on the concept and sources of power. It begins with a definition of power (legitimate, reward, coercive, expert, and referent) and its sources, followed by a discussion of interpersonal power and structural power. The final segment of the discussion revolves around "powerlessness" and its symptoms. The next section defines "empowerment," describes its stages, and explains its impact on individuals and organizations, and especially on self-managed teams. The authors explain how organizations can create the power to cope with uncertainty via prevention , information , and absorption . They also explain the concepts of centrality and substitutability , and use the infamous Milgram experiment as an insightful example of the illusion of power. The chapter also touches on organizational politics, political tactics ( rule evasion , personal- political , educational , and organizational ), and characteristics identified by top CEOs and managers as essential for success. Game playing ( insurgency game , sponsorship game , line-versus- staff game , coalition-building game , and whistle blowing ) is followed by a discussion of politics and the influencing tactics managers can use. The chapter concludes with impression management , followed by a brief examination of ethics , power , and politics , each an aspect of ethical decisions. Learning Objectives After completing this chapter, students should be able to: 1. Distinguish between the terms influence and power . 2. Identify five interpersonal power bases. 3. Describe three forms of structural power. 4. Discuss the concepts of powerlessness and empowerment . 5. Identify the contingencies that influence subunit power. 6. Explain what is meant by the term illusion of power . 7. Describe several frequently used influence tactics. 8. Discuss the criteria for determining ethical behavior. 9. Identify the considerations involved in using power effectively. 12-1 Instructors Manual Organizational Behavior & Management, 9 th edition Key Terms legitimate power Capacity to influence derived from the position of a manager in the organizational hierarchy. Subordinates believe that they ought to comply. authority The ability to influence others based on the perceived power of ones position and role within an organization. reward power An influence over others based on hope of reward. coercive power Influence over others based on fear. expert power Capacity of influence related to some expertise, special skill, or knowledge. referent power Power based on a subordinates identification with a charismatic superior....
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- Spring '09