Organizational Behavior and Human Resource Management

1. Organizational BehaviorandHuman Resource Management

2. Power and conflict • Power • Contrasting leadership and power • Bases of power • Dependency • Power tactics • Sexual harassment • Politics • Impression management

3. Power • Power refers to a capacity that A has to influence the behavior of B. • Power may exist but not used • There is a dependence and potential involved • Dependence means that the greater B is dependent on A, the greater is A’s power in the relationship.

4. Contrasting leadership and power • Power does not require goal compatibility • Leadership requires link between the goals and the leader • Leadership focus on the downward influence on one’s followers but power does not. • Leadership is usually used by one person whereas power can be exercised by an individual as well as groups.

5. Bases of power • Formal power • Coercive power – dependent on fear • Rewards power – the opposite of coercive • Legitimate power – due t the structural position • Personal power • Expert power – influence exercised as a result of experience • Referent power – based on identification with a person who has desirable resources or personal traits

6. Dependency • It is inversely related to supply • What creates dependency? • Importance • Scarcity • Nonsubstituability

7. Power tactics • How do people translate power bases into action?? • Legitimacy –relying on authority position • Rational persuasion – presenting logical arguments and facts to demonstrate • Inspirational appeals – developing emotional commitment • Consultation – increasing the targets motivation by involving in planning • Exchange – rewarding the target with benefits or favors • Personal appeals – asking for compliance based on friendship • Ingratiation – using flattery, praise before making a request • Pressure – using warnings, repeated demands and threats

8. Sexual harassment • T is defined as any unwanted activity of sexual nature that affects am individual’s employment. • Compensations • Privileges • Physical touching • Recurring requests for dates when it is clear that the other person is not interested • Coercive threats of loosing a job if she refuses a sexual proposition

9. Politics • When people convert their power into action, we described them as being engaged in politics. • Political behavior in organizations may be defined as activities that are not required as part of one’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. • Legitimate political behavior – normal everyday politics • Illegitimate political behavior – extreme behavior that violates the implied rules of the game

10. What factors would contribute to political behavior?

11. Individual factors • High self monitoring – sensitive to social cues • Internal locus of control – they believe they can control • High Mach personality – will to manipulate and desire for power • Perceived job alternatives • Expectations of success • A person’s investment in organization

12. Organizational factors • Reallocation of resources • Promotion opportunities • Low trust • Role ambiguity • Unclear performance evaluation system • Democratic decision making • High performance pressures

13. How do people respond to politics? • Decrease job satisfaction • Increased anxiety and stress • Increased turnover • Reduced performance

14. Impression management • Most people have an ongoing interest in how others perceive and evaluate them • The process by which an individual attempt to control the impression others form of them is called impression management

15. IM techniques • Conformity – agreeing with someone else’s opinion • Excuses – finding reasons to justify • Apologies – seeking a pardon • Self promotion – highlighting one’s self • Flattery – complimenting others • Favors – doing something nice for someone • Association – enhancing or protecting one’s image by managing information about people and things with which one is associated