Power&Politics（英文版）nmg

单击以编辑母版标题样式,单击以编辑母版文本样式,第二级,第三级,第四级,第五级,*,Chapter 12 Power&Politics,12.1 Power,power tactics for gaining compliance,1.Definition,The ability to get others to do sth.They would not do out of their self-interest,A capacity that A has to influence the behavior of B so that B does things he or she would not otherwise do,implication,:1.a potential that neednt be actualized to be effective;2.a dependency relationship;3.B has discretion over his own behavior,dependency,:Bs relationship to A when A possesses sth.That B requires,2.Base(sources)of Power,5 category classification scheme by French&Raven,Coercive,:being dependent on fear-the negative result due to application,reward,:compliance achieved based on the ability to distribute rewards that others views as valuable,legitimate,:the power received as a result of his position in the formal hierarchy of an organization,expert,:influence based on special skills or knowledge,referent,:-possession by an individual of desirable resource or personal traits.Out of admiration,3.The key to power,General postulate,:the great Bs dependency on A,the great the power A has over B,dependency increases when the resource you control is important,scarce,&nonsubstitutable,importance,:who can absorb an organizations uncertainty will be perceived as important,scarcity,:a resource needs to be perceived as scarce,nonsubstitutability,:elasticity of power:the relative responsiveness of power to changes in available alternative,4.Identify where the power is,At the department level,:the proportion of top-level managers coming;representatives on cross-functional teams relative size growth,promotion rate,At the individual level,:the ability to intercede favorably on behalf of someone in trouble;to get approval for extra expenditure;get agenda at major meetings,get fast access to top D-M.,5.Power tactics,ways in which powerholder translate power basis into specific actions,Reason,:logical or rational presentation,friendliness,:use of flattery,creation of goodwill,acting humble,friendly prior to making a request,coalition,:getting others support to back up reques,bargaining,:negotiation through favors exchange,assertiveness,:use of a direct&forceful approach such as demanding compliance with request,higher authority,:gaining the support of higher,sanction,:,5.Power tactics,Usage,from most to least popular Upward influence:R,C,F,B,A,H Downward influence:R,A,F,C,B,H,S,uncovered 4,contingent variables,:the managers relative power,objectives for wanting to influence,expectation of the target persons willingness to comply,the organizational culture,6.Power in group:Coalition,Strength in numbers.if its difficult,risky,costly or impossible to build a personal power base,efforts will be made to form a coalition by joining together,coalition in organization often seek to maximize their size;more coalition will be created there being a great deal of task the more routine the task of a group,the great the likelihood of coalition formation,Chapter 12 Power&Politics,12.2 Politics:Power in Action,key elements:attempt to use ones power bases outside ones specific job requirement;influence the distribution of advantages&disadvantages,1.Definition,Those activities that are not required as part of ones formal role in the organization,but that influence,or attempt to influence,the distribution of advantages&disadvantages within the organization,legitimate,-:normal everyday politics such as complaint,bypassing,coalition,excessive adherence,illegitimate,-:extreme political behavior that violates the implied rules of games-sabotage,symbolic protests,group calling in sick concurrentl,2.The reality of politics,Different values,goals,&interests-potential for conflict over resources,Scarce resources-turns potential into real conflict.One gains at the expense of others,competition,most decisions are made in a climate of ambiguity politicking,3.Factors contributing to politics,Individual factors,:high self-monitors,internal locus of control,high Machiavellian;Individuals investment in the organization,perceived job alternatives,expectations of success,organizational factors,:reallocation of resources,promotion opportunities,low trust,role ambiguity,unclear performance evaluation system,0-sum reward practices,democratic D-M,high performance pressures,self-serving senior manager,4.Politicking,improving your political effectiveness,Frame arguments in terms of organization goals,develop the right image,gain control of organizational resources,make yourself appear indispensable-no substitute,be visible,develop powerful allies,avoid“tainted”members-status is questionable,support your boss,5.Impression management,The process by which individuals attempt to control the impression others form of them,IM techniques,:,conformity,-agree with others opinion to gain-,excuses,-explanations of a predicament event,apologies,-,admitting responsibility for undesirable event,acclaiming,-explanations of favorable events,flattery,-complimenti