Power & Politics Presentation PPM OB EM10B
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Power and Politics, Organizational Behavior, power and politics
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Power & Politics Presentation PPM OB EM10B
- 1. POWER & POLITICS ________ 1. Adiarti Nursasanti 2. Fithriani 3. Gunadhi Abiyoga 4. Aria Arifin 5. Meysha Agni 6. Raden Krisma Hadianto 7. Shafiqah POWER & POLITICS
- 2. POWER & POLITICS ________ WHAT?WHAT? A B “capacity that A has to influence the behaviour of B so B acts in accordance with A’s wishes” The capacity or ability to direct or influence the behaviour of others or the course of events a political process that offers people power over their own lives -oxford dictionaries- Dependence
- 3. POWER & POLITICS ________ Between LEADERSHIPLEADERSHIP & POWERPOWER Research Focus Leadership styles and relationships with followers Research Focus Power tactics for gaining compliance
- 4. POWER & POLITICS ________ Formal PowerFormal Power Fear of the negative results from failing to comply Compliance achieved based on the ability to distribute rewards that others view as valuable As a result of his or her position in the formal hierarchy of an organization
- 5. Personal Power PERSONAL POWER IS THE MOST EFFECTIVE • Expert & referent power related to employees satisfaction • Coercive power can be negative • People wish to identify with & emulate with people in referent power
- 6. Referent power application in advertising
- 7. Dependence: The key to power What creates dependence?
- 8. 8 What is power tactics? Translation of power into a specific action Implementation of influential power to their bosses, coworkers, or employees
- 9. The 2 Bases of Power Formal Power: •Coercive Power •Reward Power •Legitimate Power Personal Power •Expert Power •Referent Power
- 10. Nine influence tactics likely to be relevant to a manager’s effectiveness Rational Persuasion Inspirational appeal Consultation Ingratiation Exchange Personal Appeal Coalition Legitimating Pressure
- 11. 11 Factors influencing power tactics Sequencing of tactics Personal skill in using the tactic Person’s relative power Type of request and how the request is perceived Culture of the organization
- 12. SEXUAL HARRASMENT : UNEQUAL POWER IN THE WORKPLACE Pelecehan seksual adalah perilaku verbal dan fisik Lain yang bersifat seksual yang tidak diharapkan Sexual Harrasment POWER
- 13. SEXUAL HARRASMENT : UNEQUAL POWER IN THE WORKPLACE Bentuk – bentuk pelecehan dalam organisasi : 1. Sentuhan fisik yang tidak diinginkan 2. Mengajak kencan seorang karyawati berkali – kali tetapi ditolak. 3. Ancaman kehilangan pekerjaan bila menolak ajakan seksual. Bentuk pelecehan dalam organisasi dalam bentuk halus : 1. Lelucon yang mesum 2. Memasang gambar porno di tempat kerja 3. Salah penafsiran batas – batas pertemanan yang mengakibatkan pelecehan seksual
- 14. REPORTS OF SEXUAL HARRASMENT DIFFER BY COUNTRY
- 15. Catatan tambahan buat lucu – lucuan aja : - Konsep kekuasaan menjadi inti timbulnya pelecehan - Pelecehan berasal dari supervisor, rekan kerja, bahkan bawahan - Posisi / jabatan seseorang memberi kapasitas untuk memberi imbalan atau memaksa (rekomendasi penyesuaian gaji dan promosi dan keputusan mempertahankan karyawan) - Para supervisor memegang kekuasaan untuk mengendalikan sumberdaya yang oleh kebanyakan bawahan dianggap penting dan langka. - Karena kekuasaan supervisor thdp sumberdaya, banyak / bbrp mereka yang dilecehkan dan takut berbicara karena kuatir dibalas supervisor - Rekan kerja yang tidak punya posisi dapat juga melecehkan secera seksual teman sekerjanya. - Wanita yang punya jabatan pun dapat dilecehkan bawahan, biasanya dari jenis kelamin. Contoh keadaan tidak berdaya, kepasifan, kurangnya komitmen karir, yang secara negatif tercermin pada wanita dalam kekuasaan tersebut.
- 16. Individual Factors : -High self-monitors -Internal Locus Of Control -High Mach -Organizational Investment -Perceived Job Alternatives -Expectations of Success Organizational Factors -Reallocation Of Resources -Promotion Opportunities -Low Trust -Role Ambiguity -Unclear Performance Political Behavior Low High Favorable Outcomes - Rewards Cause & Consequences Of Political Behavior Factors That Influence Political Behavior Chapter 13 – Power & Politics
- 17. Organizational Politics may threaten employees Decreased Job Satisfaction Increased Anxiety & Stress Increased Turnover Reduced Performance Employees Responses To Organizational Politics Chapter 13 – Power & Politics Cause & Consequences Of Political Behavior
- 18. Defensive Behaviour Chapter 13 – Power & Politics Cause & Consequences Of Political Behaviour
- 19. Defensive Behavior Chapter 13 – Power & Politics Cause & Consequences Of Political Behavior
- 20. The process by which individuals attempt to control the impression others form of them 13-20
- 21. IM Techniques – Conformity – Favors – Excuses – Apologies – Self-Promotion – Enhancement – Flattery – Exemplification 13-21
- 22. Job Interview Success IM does work and most people use it Self-promotion techniques are important Ingratiation is of secondary importance Performance Evaluations Ingratiation is positively related to ratings Self-promotion tends to backfire 13-22
- 23. The Ethics of Behaving PoliticallyThe Ethics of Behaving Politically It is difficulty to tell ethical from unethical politicking Three questions help: 1. What is the utility of engaging in the behavior? 2. Does the utility balance out any harm done by the action? 3. Does the action conform to standards of equity and justice? Answers can be skewed toward either viewpoint Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 13-23
- 24. Global ImplicationsGlobal Implications Politics Perceptions – Negative consequences to the perception of politics seem to be fairly widespread Preference for Power Tactics – The choice of effective tactics is heavily dependent on the culture of the country in which they are to be used Effectiveness of Power Tactics – Still open to debate; too little research has been done 13-24Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
- 25. Summary and Managerial ImplicationsSummary and Managerial Implications Increase your power by having others depend on you more. Expert and referent power are far more effective than is coercion. – Greater employee motivation, performance, commitment, and satisfaction – Personal power basis, not organizational Effective managers accept the political nature of organizations. Political astuteness and IM can result in higher evaluations, salary increases, and promotions. 13-25Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
- 26. POWER & POLITICS ________ Thank You
Notes de l'éditeur
- Impression Management is a response to political behavior and is defined as the process by which individuals attempt to control the impression others form of them. Some techniques used to manage this impression are conformity, self-promotion, favors, and association. We know that people have an ongoing interest in how others perceive and evaluate them. Being perceived positively by others should have benefits for people in organizations
- The evidence indicates most job applicants use impression management techniques in interviews and that it works. In one study, for instance, interviewers felt applicants for a position as a customer service representative who used IM techniques performed better in the interview, and they seemed somewhat more inclined to hire these people. Moreover, when the researchers considered applicants’ credentials, they concluded it was the IM techniques alone that influenced the interviewers—that is, it didn’t seem to matter whether applicants were well or poorly qualified. If they used IM techniques, they did better in the interview. Some IM techniques work better than others in the interview. Researchers have compared applicants whose IM techniques focused on promoting their accomplishments (called self-promotion) to those who focused on complimenting the interviewer and finding areas of agreement (referred to as ingratiation). In general, applicants appear to use self-promotion more than ingratiation. What’s more, self-promotion tactics may be more important to interviewing success. Applicants who work to create an appearance of competence by enhancing their accomplishments, taking credit for successes, and explaining away failures do better in interviews. These effects reach beyond the interview. Applicants who use more self-promotion tactics also seem to get more follow-up job-site visits, even after adjusting for grade-point average, gender, and job type. Ingratiation also works well in interviews; applicants who compliment the interviewer, agree with his or her opinions, and emphasize areas of fit do better than those who don’t. In terms of performance ratings, the picture is quite different. Ingratiation is positively related to performance ratings, meaning those who ingratiate with their supervisors get higher performance evaluations. However, self-promotion appears to backfire. Those who self-promote actually seem to receive lower performance evaluations. It appears that individuals high in political skill are able to translate IM into higher performance appraisals, whereas those lower in political skill are more likely to be hurt by their IM attempts. Another study of 760 boards of directors found that individuals who ingratiate themselves to current board members (express agreement with the director, point out shared attitudes and opinions, compliment the director) increase their chances of landing on a board. Ingratiating always works because everyone, both interviewers and supervisors, likes to be treated nicely. However, self-promotion may work only in interviews and backfire on the job because, whereas the interviewer has little idea whether you’re blowing smoke about your accomplishments, the supervisor knows because it’s his or her job to observe you. Thus, if you’re going to self-promote, remember that what works in an interview won’t always work once you’re on the job.
- Is political behavior ethical in the workplace? Well, the answer is probably yes and no. It is difficult to tell ethical from unethical politicking. There are three questions that can help define ethical/unethical political behavior: What is the utility of engaging in the behavior? Does the utility balance out any harm done by the action? Does the action conform to standard of equity and justice? The answers to these questions can lead you to decide if the behavior is ethical or unethical.
- Politicking in the workplace is done around the globe and the perception of politics seems to be consistently negative in most cultures. However, there is a difference between what power tactics are effective and it varies by cultural acceptance and norms. There has not been a lot of research done to determine which tactics are effective in which cultures, so that is an area that is still open to debate.
- Politics are a natural part of any organization. As a manager it is important to have a healthy understanding of how politics work and how you will utilize them yourself. The best way to increase your power is to have others depend on you more and need what you are offering. Expert (knowledge) and referent (relationships) power are far more effective than tactics, such as coercion, and lead to better workplace outcomes. There are benefits to politics in the workplace but when engaged at a very high level, it can be damaging in the long run.