Organizational behaviour

1. Muhammad Naeem

2. POWER DEFINED :
The capacity to effect (or affect) organizational outcomes.
The possibility of Imposing one’s will on the behavior of others
Power refers to a capacity that A has to influence the behavior of B So that B act accordance with A’s
wishes.
Bases of Power:
Bases of power divided into two several grouping. Formal power & informal power.
Formal Power:
Formal power is based on individual’s position in an organization
Coercive power:
The Coercive power based is dependent on fear. A person react to this power out of fear of the
negative results that might occur if she failed to comply.

3.  Reward Power:
People comply with the wishe’s or directive of an other because doing So produce positive
benefit.
 Legitimate Power:
In Formal group & organization, Probably the most frequent access to one or more of the power
bases is ones structure of position.
It Includes acceptance by member in an organization of the authority of a position.
 Personal Power:
Power that come from an individual unique characteristic.
Expert Power:
Expert power is influence wielded as a result of expertise, Special Skill or knowledge.
 Referent Power:
Is Base on identification with the person who has describe resources or personal traits.
 Referent Power:
Referent Power develops out of admiration of another & a desire to be like that person.

4. USING LEGITIMATE POWER:
 Leader use legitimate power , First he request politely
 The request should also be clear and with confident and make sure that sub ordinates understood
it properly.
Using Reward Power:
 Leader use his reward power at the end of the task or any other project.
 Reward well consider as a bribe.
Using Coercive Power:
 The Yakl’s guidelines about Coercive power is that the leader use this power that he informed
 is sub ordinates about the rules. If someone do not follow these rules the leader should
 investigate all the situation and after that he should take actions.
 Credibility must be mention other wise he well lose both respect and power
 Do not punish someone in front of others. That rete humiliations.

5. The use of power:
 Gary Yukl has recently presented a useful perspective of understanding how power may be
wielded.
Two aspects:
1. The first takes power bases request from individual possessing power and probable outcomes and
correlates those outcomes in the form of prescription. Here we have three potential outcomes.
2. The second aspect of Gary Yakl out have we exercise our power.
Using Referent Power: Yakl’s guidelines for R.P.,
 Managers use his referent power by choosing subordinates with backgrounds similar to his own.
 A more subtle way to use R.P is that the leader behaves as he wants subordinates to behave.
Using Expert Power:
 Managers can promote an image of expertise by making other aware of their education and
experience.
 A leader should not pretend to know things that he really does not know. If his pretensions are
exposed well rapidly lose expert power.
 A confident leader easily handle difficult situations.
 A manager should also keep himself informed about tasks of the org. to maintain his E.P.

6. ORGANIZATIONAL POLITICS:
Definition:
“are activities people perform to acquire, enhance and use power and other resources to obtain their
preferred outcomes in situation where there is uncertainty or disagreement.”
Political Behavior according to survey:
 Survey: How managers perceive Political Behavior.
 Roughly one-third of 428 managers who responded Believed that political Behavior influence
Salary Decision
 28 Percent fell it affected hiring decision.
 Over half of respondent though that politics were unfair bad, unhealthy and irrational.
Survey Result:
Survey result suggest that manager see political Behavior as undesirable but unavoidable fact of
organizational life.

7. MODEL OF ETHIS OF ORGANIZATIONAL POLITICS:
Cavanaugh and his associates considered political Behavior to be ethical and Appropriated under
Two condition:
1. If it respect rights of all affected parties
2. Respects canons of justice
To illustrate how model work :
Example: Consider cases of Susan and Bill.
 Two assistant Professors of English.
 University Require only one Professor.
 Susan and Bill Submit their credential for review.
 Both of them are roughly having same qualifications.
 Susan fear termination so he begins active Political Campaign to support to support a tenure
decision favoring him.

8.  He reminds tenured faculty of this intangible contributions.
 Such as Friendship with campus administrators.
 Susan on other hand decide to say nothing end her qualification speaks for
themselves.
Department tenure Bill and let Susan.
“was Bill’s ”Behavior ethical?
Managing Political Behavior :
Managing organizational Politics is no easy task.
Political Behavior requires understanding of three things.
1. Reasons for Political Behavior.
2. Common techniques for Behavior Politically.
3. Strategies to limit effects of Political Behavior.

9. REASONS FOR POLITICAL BEHAVIOR
Robert miles argued that Political Behavior occur in organization for five Basic reasons.
1. Ambiguous goals
2. Scare resources
3. Technology and environment
4. Non Programmed decisions
5. Organizational change
Techniques of Political Behavior
Technique of Political Behavior is to control as much information is possible. The more critical
the information and fever people who have it larger the power Base and influence of those who
have it.
(Limiting Effects of Political Behavior)
 Virtually Impossible to eliminate political. Activity in organization
 Manager can limit its dysfunctional consequences.
 Open communication very effective technique for constraining impact of political Behavior.

10. CONFLICT IN ORGANIZAITION
Conflict:
A process that begins when one party perceives that another party has negatively affected, or is about
to negatively affect something that the first party cares about.
Reasons of Conflicts:
 Incompatibility of goals
 Difference over interpretations of facts.
 Over expectations.
Three views of conflict:
1. Traditional view of conflict
The belief that all conflict is harmful and must be avoided.

11. 1. Human Relations view of conflict:
The belief that Conflict is a natural and inevitable outcome in any group
1. Interaction view of Conflict:
The belief conflict is not only a positive force but that it is absolutely necessary for a group to perform
activity
Nature of Conflict
Conflict may be functional and dysfunctional
Functional Conflict Dysfunction Conflict
A conflict that supports the goals of groups and
improves its programme.
A conflict that hinders group programme.

12. Functional Conflict outcomes Dysfunction Conflict outcomes
 Increase group performance
 Improve quality of decision
 Stimulation of creatively and innovation
 Creation of an environment for self-evaluation
and change
 Development of discontent
 Reduced group effectiveness
 Retarded communication
 Reduced group Cohesiveness
 In fighting among groups members over cane
group goals.
Managing Conflict
 Communication
 Bringing in outsider
 Restructuring the organization
 Expansion of resources
 Avoidance.