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| aka AUTHORITY, or holding a position of power |
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| Exerting influence without holding a formal position |
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| Being perceived by others as appropriate to use, or in use of, power |
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| The capacity to influence others |
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| The capacity of a subordinate to exert power in response to another authority's power Ex:Think of sick-outs, joining unions, not putting out 100%, student evaluations (for non-tenured faculty member) |
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Reward Power: Control allocation of rewards
Coercive Power: Ability to apply punishment
Expert Power: One’s knowledge or expertise
Referent Power: Others identify with person, i.e., CHARISMA, where others identify with person’s individual attributes and follow
Information as Power: By controlling the info others have access to, deny them influence |
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| What Exerting Power Depends On |
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| EXAMPLES OF CONTINGENCIES OF POWER |
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Substitutability: Extent that alternative exists
Centrality: # people your actions influence
Discretion: Freedom to exercise judgment and make decisions on one’s own
Visibility: How visible (or top of mind) one is to others, especially decision-makers
Networking: Cultivating networks of people
Mentoring: Learning from others more senior who provide role models and assist in career |
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| Learning from others more senior who provide role models and assist in career |
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| Cultivating networks of people |
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| Capacity to affect another’s attitudes/behavior |
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| TYPES OF INFLUENCE TACTICS |
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Upward Appeal (Gaining support from higher authority)
Ingratiation (Kissing Up)
Impression Management (Shaping Public Image)
Persuasion (Using logic/facts to convince)
Inoculation Effect (Warning/persuading others about something before it occurs or another gets to them)
Forming Coalition (Group of people who pool their power & resources to gain greater influence via their numbers) |
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| Group of people who pool their power & resources to gain greater influence via their numbers |
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| Behaving in such a manner to maximize getting one’s own way, rather than for the greatest good of others or the organization, i.e., acting for personal gain or ego reasons |
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| The belief that deceit is a natural and/or acceptable way of influencing others or getting one’s own way |
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| Conflict traditionally perceived as harmful and to be avoided |
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| is where one perceives his/ her interests are being threatened/challenged by others |
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| CONSTRUCTIVE/FUNCTIONAL CONFLICT |
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| Conflict that helps people/group make better decisions/involves content and goals of work |
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| Conflict that is personal in nature vs. focused on task or issue being resolved |
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| Interventions aimed at resolving conflict between parties in ways that maximize the positive benefits of conflicts, e.g., better future decisions, and/or improved working or social relationships |
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Incompatible goals
Differentiation
Task interdependence
Scarce resources
Ambiguity and/or ambiguous rules
Communication problems |
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| STRUCTURAL APPROACHES TO CONFLICT MANAGEMENT |
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Emphasize superordinate goals that all in group can support
Reduce differentiation between parties
Improve communication & understanding
Reduce task interdependence
Increase resources
Clarify rules and procedures
These work to minimize dysfunctional conflict |
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| MINIMIZE DYSFUNCTIONAL CONFLICT |
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| see approaches to conflict management |
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| BARGAINING ZONE OF NEGOTIATIONS |
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| The area of agreement/potential agreement that overlaps the divergent goals of each party |
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| Attempting to resolve conflict or issues through redefining the terms of their interdependence or relationship |
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| THIRD PARTY CONFLICT RESOLUTION |
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| Attempts by neutral party to resolve conflict |
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| Process where third party has high control over the final decision but low control over the resolution process (how the conflict gets decided) |
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| Process where a third party has high control over the intervention + resolution process (using tools like reasoning, persuasion, alternative solutions), but parties make final decision that resolves the conflict |
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| Influencing others to change behavior |
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Leaders share certain
competencies or attributes |
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Leadership behaviors cluster
around task and people oriented actions |
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Leadership style is contingent or
dependent upon the situation (directive, participative, laissez-faire) |
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| SITUATIONAL LEADERSHIP THEORY |
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| Effective leaders vary their styles based on “readiness” of followers |
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| FIEDLER’S CONTINGENCY MODEL |
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| Leader’s effectiveness depends on fit b/t person’s natural style matched to situation |
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| TRANSFORMATIONAL LEADERSHIP |
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| Transforming organization through setting direction (creating vision), aligning people around vision (communication) and inspiring them to have energy to overcome obstacles |
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| EXAMPLES OF TRANSFORMATIONAL LEADERS |
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| include Jack Welch, Steven Jobs, Nelson Mandela, Presidents Obama and Reagan |
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is desirable but not necessary
for peak leadership performance |
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| Improving effectiveness and efficiency of an organization by improved systems, management and links between rewards and performance |
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is about ORDER
about maintaining an environment
of predictability, stability & safety |
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is about CHANGE
about creating an environment that allows individuals to flourish, use their talents, make a difference and overcome obstacles to success |
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| MANAGEMENT VS. LEADERSHIP RESULTS |
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Management Skills =
Orderly results through plans,
budgets,organizing, staffing,
control & problem-solving
Leadership Skills =
Inspirational results via setting
direction, aligning others around
direction + motivating/inspiring |
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Service Reliability
Financial & Expense Targets
Reward & Recognition
Customer Service Scripting
Information Systems
Productivity Targets
Quality
Performance Management |
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Culture and Values
Mission and Vision
Commitment & Retention
Team Spirit and Support
Trust of Leadership
Joy, Fun, Meaning, Caring
Engagement
Great Place to Work |
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| LEADING THROUGH UBUNTU VALUES |
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UBUNTU: a collection of values woven into African culture representing harmony, compassion, respect, dignity and collective unity
Ubuntu symbolizes a highly participative leadership process where decisions made through consensus
Model is leader as coach, facilitator and mediator to move group toward consensus
Leader’s role is to support followers, rather than other way around; antithesis of the ego-driven leader
More western businesses embracing Ubuntu values |
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| Division of labor and patterns of coordination and communication that direct organizational activities |
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| Dividing work into separate jobs that are assigned to different people |
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Communication
Formal power in hierarchy
Standardization -- Creating routine patterns |
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| Creating routine patterns |
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Number of people directly
reporting to you |
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Extent that formal decisions
controlled by small number of people at top |
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Extent that organizations
standardize behavior through rules/procedures |
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| MECHANISTIC ORGANIZATIONAL STRUCTURE |
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| Narrow span of control, high formalization + centralization |
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| ORGANIC ORGANIZATIONAL STRUCTURE |
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| Wide span of control, little formalization + decentralized decision making |
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Organizes around
employee knowledge/expertise/function |
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Under direction of two or
more bosses (can increase confusion) |
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How organizations compete in marketplace
CORE COMPETENCY: Specific area(s) & talents that provide organizations with competitive advantage
STRATEGIC CHOICE: The particular ways that organizations strive to compete e.g., low price leader, differentiation (uniqueness) or serve specific niche |
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Design for Organizational Living
Pattern of shared values and assumptions that guide/influence the way that employees think and act
“The way things are done around here” |
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| ELEMENTS OF ORGANIZATIONAL CULTURE |
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ARTIFACTS: Observable signs and symbols
RITUALS: Programmed daily routines
CEREMONIES: Planned, dramatic displays
LANGUAGE: Jargon--special meaning, acronyms
PHYSICAL STRUCTURES & SYMBOLS:
Type of building, headquarters (Oakley),
frugality vs. ostentatiousness in offices |
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| Observable signs and symbols |
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Potentially strong relationship since a positive, strong culture is desirable, attracts better people, controls behavior and serves to bond people together by connecting to and sharing common culture
If strong culture is misaligned with current market challenges, then it can have adverse effect, since difficult to change |
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| Programmed daily routines |
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| Planned, dramatic displays |
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| PHYSICAL STRUCTURES & SYMBOLS |
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Type of building, headquarters (Oakley),
frugality vs. ostentatiousness in offices |
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| Jargon--special meaning, acronyms |
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| STRATEGIES FOR MERGING ORGANIZATIONAL CULTURES |
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ASSIMILATION: Acquired company adapts to/embraces/firm’s culture (hospital merger)
DECULTURATION: Firm imposes culture on unwilling company (hostile takeover)
INTEGRATION: Combining two cultures into a new culture (Robinson’s-May)
SEPARATION: Merging companies remain fairly distinct in culture (GM, Saab) |
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Actions of founders + leaders
Develop rewards consistent with culture
Align artifacts (Gerstner wearing blue shirt on first day at IBM)
Recruit, retain and socialize employees |
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| ORGANIZATIONAL SOCIALIZATION |
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| The process by which employees learn the culture, norms and values of organizations through |
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| people and institutions within the organization who educate and train newcomers |
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| Model of analyzing change by comparing the forces that drive and resist change |
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| Forces that resist change |
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| STAGES OF THE CHANGE PROCESS |
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| Stages of the change process: UNFREEZE, MOVE, REFREEZE |
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| DEALING WITH RESISTANCE TO CHANGE |
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Deal with Resistance through: communication, education, employee involvement; if that doesn’t work, may need to use coercion and discipline
Resistance to change is not inevitable |
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| One with sufficient knowledge and authority to lead and/or facilitate change effort |
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| A change process that analyzes/seeks to change the culture and practices used in organizations by having insiders develop reasons and strategies for change themselves |
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| Using data and experiential learning to solve actual organizational problems (i.e., diagnose issue, develop alternative solutions to issue, introduce solution, evaluate change) |
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| STEPS IN TRANSFORING ORGANIZATIONS |
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Create a sense of urgency
Form a powerful guiding coalition
Develop vision + strategy (engaging, simple, easily communicated; originality unimportant)
Over-communicate by a factor of 10
Empower broad-based actions
Plan for + create short-term wins
Anchor new approaches in culture (change needs to be supported by new standards, values, rewards and practices) |
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| ORGANIZATIONAL CHANGE THROUGH COMMUNICATION |
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Over-communicate
Repetition
Say same basic message in different ways
Use formal + informal communication practices
Organizational stories
Showmanship
Lead by example |
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| ORGANIZATIONAL CHANGE THROUGH CULTURAL CHANGE |
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Support Change Through New or Revised
Vision
Mission
Standards/norms/expectations
Values
Organizational rituals and ceremonies
Reward and recognition practices |
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| PERSONAL CHANGE STRATEGIES |
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UNDERSTAND YOURSELF
WRITE A MISSION STATEMENT
DO A SELF-ASSESSMENT
UNDERSTAND TALENTS
SET GOALS FOR CAREER AND LIFE
USE NETWORKS + MENTORS
BE HONEST WITH YOURSELF
USE PROCESS OF REFLECTION |
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