Ob8 ORGANIZATIONAL BEHAVIOR 8
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The document outlines various organizational behavior strategies, particularly focusing on influence and power dynamics within organizations. It details eight influence tactics, potential outcomes of influence (commitment, compliance, resistance), and methods for managing organizational politics through empowerment and effective communication. Additionally, it provides practical advice for reducing competition, uncertainty, and fostering collaboration among employees.
Ob8 ORGANIZATIONAL BEHAVIOR 8
- 1. ORGANIZATIONAL BEHAVIOR • By sujith Bhaskar R
- 3. MUTUALITY OF INTEREST BALANCING INDIVIDUAL AND ORGANIZATIONAL INTERESTS THROUGH WIN-WIN COOPERATION.
- 4. EIGHT GENERIC INFLUENCE TACTICS 1. CONSULTATION. GETTING OTHERS TO PARTICIPATE IN DECISIONS AND CHANGES. 2. RATIONAL PERSUASION. TRYING TO CONVINCE SOMEONE WITH REASON, LOGIC, OR FACTS. 3. INSPIRATIONAL APPEALS. TRYING TO BUILD ENTHUSIASM BY APPEALING TO OTHERS’ EMOTIONS, IDEAS, OR VALUES. 4. INGRATIATING TACTICS. GETTING SOMEONE IN A GOOD MOOD PRIOR TO MAKING A REQUEST.
- 5. EIGHT GENERIC INFLUENCE TACTICS 5. COALITION TACTICS. GETTING OTHERS TO SUPPORT YOUR EFFORT TO PERSUADE SOMEONE. 6. PRESSURE TACTICS. DEMANDING COMPLIANCE OR USING INTIMIDATION AND THREATS. 7. UPWARD APPEALS. TRYING TO PERSUADE SOMEONE ON THE BASIS OF EXPRESS OR IMPLIED SUPPORT FROM SUPERIORS. 8. EXCHANGE TACTICS. MAKING EXPRESS OR IMPLIED PROMISES AND TRADING FAVORS.
- 6. THREE POSSIBLE INFLUENCE OUTCOMES 1. COMMITMENT. YOUR FRIEND ENTHUSIASTICALLY AGREES AND WILL DEMONSTRATE INITIATIVE AND PERSISTENCE WHILE COMPLETING THE ASSIGNMENT. 2. COMPLIANCE. YOUR FRIEND GRUDGINGLY COMPLIES AND WILL NEED PRODDING TO SATISFY MINIMUM REQUIREMENTS. 3. RESISTANCE. YOUR FRIEND WILL SAY NO, MAKE EXCUSES, STALL, OR PUT UP AN ARGUMENT.
- 7. TIPS FOR DEALING WITH POTENTIAL ALLIES 1. MUTUAL RESPECT 2. OPENNESS 3. TRUST 4. MUTUAL BENEFIT
- 8. RECIPROCITY WIDESPREAD BELIEF THAT PEOPLE SHOULD BE PAID BACK FOR THEIR POSITIVE AND NEGATIVE ACTS.
- 9. SOCIAL POWER ABILITY TO GET THINGS DONE WITH HUMAN, INFORMATIONAL, AND MATERIAL RESOURCES.
- 10. DIMENSIONS OF POWER • SOCIALIZED POWER • PERSONALIZED POWER • REWARD POWER • COERCIVE POWER • LEGITIMATE POWER • EXPERT POWER • REFERENT POWER
- 11. EMPOWERMENT SHARING POWER WITH NONMANAGERSTHROUGH PARTICIPATIVE MANAGEMENT.
- 12. DELEGATION GRANTING DECISION-MAKING AUTHORITY TO PEOPLE AT LOWER LEVELS.
- 13. ORGANIZATIONAL POLITICS INTENTIONAL ENHANCEMENT OF SELF-INTEREST.
- 14. UNCERTAINTY IN ORGANIZATIONS POLITICAL MANEUVERING IS TRIGGERED BY UNCERTAINTY. FIVE SOURCES OF UNCERTAINTY 1. UNCLEAR OBJECTIVES 2. VAGUE PERFORMANCE MEASURES 3. ILL-DEFINED DECISION PROCESSES 4. STRONG INDIVIDUAL OR GROUP COMPETITION 5. ANY TYPE OF CHANGE.
- 15. COALITION TEMPORARY GROUPINGS OF PEOPLE WHO ACTIVELY PURSUE A SINGLE ISSUE.
- 16. LEVELS OF POLITICAL ACTION IN ORGANIZATIONS NETWORK LEVEL COALITION LEVEL INDIVIDUAL LEVEL DISTINGUISHING CHARACTERISTICS COOPERATIVE PURSUIT OF GENERAL SELF-INTERESTS COOPERATIVE PURSUIT OF GROUP INTERESTS IN SPECIFIC ISSUES INDIVIDUAL PURSUIT OF GENERAL SELF-INTERESTS
- 17. POLITICAL TACTICS THERE ARE EIGHT POLITICAL TACTICS 1. ATTACKING OR BLAMING OTHERS. 2. USING INFORMATION AS A POLITICAL TOOL. 3. CREATING A FAVORABLE IMAGE. (ASLO KNOWN AS IMPRESSION MANAGEMENT). 4. DEVELOPING A BASE OF SUPPORT. 5. PRAISING OTHERS (INGRATIATION). 6. FORMING POWER COALITIONS WITH STRONG ALLIES. 7. ASSOCIATING WITH INFLUENTIAL PEOPLE. 8. CREATING OBLIGATIONS (RECIPROCITY).
- 18. IMPRESSION MANAGEMENT GETTING OTHERS TO SEE US IN A CERTAIN MANNER.
- 19. NEGOTIATION GIVE-AND-TAKE PROCESS BETWEEN CONFLICTING INTERDEPENDENT PARTIES.
- 20. SIMPLE WAY TO MANAGE YOUR ATTITUDES 1. THINKING… DETERMINES YOUR ATTITUDES 2. ASKING… INCREASES YOUR INFORMATION TO DO YOUR KARMA WELL 3. DOING… GIVES YOU THE FEELING OF SUCCESS AND HAPPINESS 4. IMPROVING… PUTS YOU ON THE ROAD TO SELF-SATISFACTION 5. EXCELLING… IF YOU AIM FOR EXCELLENCE, YOU WILL ACHIEVE IT 6. ENJOYING… IS THE FRUIT OF GOOD KARMAS.
- 21. SIMPLE WAY TO MANAGE YOUR TIME 7. PRIORITISING… WHEN YOU PRIORITISE, YOU ACHIEVE SUCCESS. 8. CHANGING… WHEN YOU CHANGE YOURSELF, YOU CHANGE THE WORLD AROUND YOU. 9. INNOVATING… IS SEEING THINKS THROUGH A NEW LENS. 10. DISCIPLINING… IS PRACTICING GOOD HABITS, SLOWLY. 11. LISTENING… IS PUTTING YOURSELF IN OTHERS’ SHOES 12. DELEGATING… DELEGATE, DON’T ABDICATE.
- 22. SIMPLE WAY TO MANAGE YOUR GOALS 13. CUSTOMERISING… HAPPY CUSTOMERS IS THE GOAL OF EVERY BUSINESS 14. LEARNING… LEARN FROM BOOKS AND PEOPLE 15. FORGIVING… IS A SIMPLE WAY TO ACHIEVE YOUR GOALS 16. ENCOURAGING… IS ALSO A SIMPLE WAY TO ACHIEVE YOUR GOALS 17. GIVING… GIVE AND TAKE AND GIVE : IT’S SIMPLE 18. SUCCEEDING… SUCCESS NEEDS NO EXPLANATION, FAILURE HAS NONE.
- 23. SIMPLE WAYS TO GET ALONG WITH PEOPLE SIX IDEAS TO MAKE YOUR EMPLOYEES 1. LEAD YOUR EMPLOYEES WITH THE FLAG IN YOUR HAND 2. UNDERSTAND THE PYGMALION EFFECT TO EMPOWER YOUR EMPLOYEES 3. BUILD THE SELF-RESPECT OF YOUR EMPLOYEES 4. YOUR EMPLOYEE’S SUCCESS IS YOUR SUCCESS 5. FORGIVE YOUR EMPLOYEE’S MISTAKES GRACEFULLY 6. MAKE YOURS A WINNING TEAM.
- 24. SIMPLE WAYS TO GET ALONG WITH PEOPLE SIX IDEAS TO MANAGE YOUR EMPLOYEES 1. TRY TO BEND YOUR EMPLOYEES MINDS 2. REMEMBER .. YOU BUY YOUR EMPLOYEE’S TIME 3. EFFECTIVE COMMUNICATION WITH YOUR EMPLOYEES IS THE OPEN SESAME 4. AVOID PUTTING ROUND EMPLOYEES IN SQUARE HOLES 5. DELEGATE BUT DON’T FORGET 6. LEARN TO CONDUCT GOOD MEETINGS.
- 25. SIMPLE WAYS TO GET ALONG WITH PEOPLE SIX IDEAS TO MOTIVATE YOUR EMPLOYEES 1. TRAIN EMPLOYEES TO GET ALONG WITH EACH OTHER 2. ENCOURAGE EACH OF YOUR EMPLOYEE TO BECOME CUSTOMER - ORIENTED 3. STRECH YOUR EMPLOYEES 4. SOLVE YOUR EMPLOYEES PROBLEMS 5. MOTIVATE YOUR EMPLOYEES TO THINK 6. CURE YOUR OBNOXIOUS EMPLOYEES.
- 26. POLITICAL TACTICS DERIVED FROM RESEARCH TACTICS DESCRIPTION PRESSURE TACTICS USING DEMANDS, THREATS, OR INTIMIDATION TO CONVINCE YOU TO COMPLY WITH A REQUEST OR TO SUPPORT A PROPOSAL. UPWARD APPEALS PERSUADING YOU THAT THE REQUEST IS APPROVED BY HIGHER MANAGEMENT, OR APPEALING TO HIGHER MANAGEMENT FOR ASSISTANCE IN GAINING YOUR COMPLIANCE WITH THE REQUEST. EXCHANGE TACTICS MAKING EXPLICIT OR IMPLICIT PROMISES THAT YOU WILL RECEIVE REWARDS OR TANGIBLE BENEFITS IF YOU COMPLY WITH A REQUEST OR SUPPORT A PROPOSAL, OR REMINDING YOU OF A PRIOR FAVOR TO BE RECIPROCATED. COALITION TACTICS SEEKING THE AID OF OTHERS TO PERSUADE YOU TO DO SOMETHING, OR USING THE SUPPORT OF OTHERS AS AN ARGUMENT FOR YOU TO AGREE ALSO. INGRATIATING TACTICS SEEKING TO GET YOU IN A GOOD MOD OR TO THINK FAVORABLY OF THE INFLUENCE AGENT BEFORE ASKING YOU TO DO SOMETHING. RATIONAL PERSUASION USING LOGICAL ARGUMENTS AND FACTUAL EVIDENCE TO PERSUADE YOU THAT A PROPOSAL OR REQUEST IS VIABLE AND LIKELY TO RESULT IN THE ATTAINMENT OF TASK OBJECTIVES. INSPIRATIONAL APPEALS MAKING AN EMOTIONAL REQUEST OR PROPOSAL THAT AROUSES ENTHUSIASM BY APPEALING TO YOUR VALUES AND IDEALS OR BY INCREASING YOUR CONFIDENCE THAT YOU CAN DO IT. CONSULTATION TACTICS SEEKING YOUR PARTICIPATION IN MAKING A DECISION OR PLANNING HOW TO IMPLEMENT A PROPOSED POLICY, STRATEGY, OR CHANGE. SOURCE: ADAPTED FROM GARY YUKL AND CECILIA M FALBE, “INFLUENCE TACTICS AND OBJECTIVES IN UPWARD, DOWNWARD, AND LATERAL INFLUENCE ATTEMPTS,” JOURNAL OF APPLIED PSYCHOLOGY, VOL. 75, 1990, P. 133. USED WITH PERMISSION.
- 27. RANDOLPH’S EMPOWERMENT MODEL THE EMPOWERMENT PLAN SHARE INFORMATION • SHARE COMPANY PERFORMANCE INFORMATION. • HELP PEOPLE UNDERSTAND THE BUSINESS. • BUILD TRUST THROUGH SHARING SENSITIVE INFORMATION • CREATE SELF-MONITORING POSSIBILITIES. CREATE AUTONOMY THROUGH STRUCTURE LET TEAMS BECOME THE HIERARCHY •CREATE A CLEAR VISION AND CLARIFY THE LITTLE PICTURES. •PROVIDE DIRECTION AND TRAINING FOR NEW SKILLS. •CLARIFY GOALS AND ROLES COLLABORATIVELY. •PROVIDE ENCOURAGEMENT AND SUPPORT FOR CHANGE. •CREATE NEW DECISION-MAKING RULES THAT SUPPORT EMPOWERMENT. •GRADUALLY HAVE MANAGERS LET GO OF CONTROL. •ESTABLISH NEW EMPOWERING PERFORMANCE MANAGEMENT PROCESSES. •WORK THROUGH THE LEADERSHIP VACUUM STAGE. •USE HEAVY DOSES OF TRAINING. •ACKNOWLEDGE THE FEAR FACTOR. REMEMBER: EMPOWERMENT IS NOT MAGIC; IT CONSISTS OF A FEW SIMPLE STEPS AND A LOT OF PERSISTENCE. SOURCE: “NAVIGATING THE JOURNEY TO EMPOWERMENT,” BY W ALAN RANDOLPH. REPRINTED BY PERMISSION OF THE PUBLISHER FROM ORGANIZATIONAL DYNAMICS, SPRING 1992. © 1995 AMERICAN MANAGEMENT ASSOCIATION. ALL RIGHTS RESERVED.
- 28. ARE YOU POLITICALLY NAÏVE, POLITICALLY SENSIBLE, OR A POLITICAL SHARK? CHARACTER ISTICS NAIVE SENSIBLE SHARKS UNDERLYIN G ATTITUDE POLITICS IS UNPLEASANT. POLITICS IS NECESSARY POLITICS IS AN OPPORTUNITY. INTENT AVOID AT ALL COSTS. FURTHER DEPARTMENTAL GOALS. SELF-SERVING AND PREDATORY. TECHNIQUES TELL IT LIKE IT IS. NETWORK; EXPAND CONNECTIONS; USE SYSTEM TO GIVE AND RECEIVE FAVORS. MANIPULATE; USE FRAUD AND DECEIT WHEN NECESSARY. FAVORITE TACTICS NONE-THE TRUTH WILL WIN OUT. NEGOTIATE, BARGAIN. BULLY; MISUSE INFORMATION; CULTIVATE AND USE “FRIENDS” AND OTHER CONTACTS. SOURCE: REPRINTED FROM J K PINTO AND O P KHARBANDS, “LESSONS FOR AN ACCIDENTAL PROFESSION,” BUSINESS HORIZONS, MARCH-APRIL 1995, P 45. © 1998 BY THE FOUNDATION FOR THE SCHOOL OF BUSINESS AT INDIANA UNIVERSITY. USED WITH PERMISSION.
- 29. SOME PRACTICAL ADVICE ON MANAGING ORGANIZATIONAL POLITICS. TO REDUCE SYSTEM UNCERTAINTY MAKE CLEAR WHAT ARE THE BASES AND PROCESSES FOR EVALUATION. DIFFERENTIATE REWARDS AMONG HIGH AND LOW PERFORMERS. MAKE SURE THE REWARDS ARE AS IMMEDIATELY AND DIRECTLY RELATED TO PERFORMANCE AS POSSIBLE. TO REDUCE COMPETITION TRY TO MINIMIZE RESOURCE COMPETITION AMONG MANAGERS. REPLACE RESOURCE COMPETITION WITH EXTERNALLY ORIENTED GOALS AND OBJECTIVES. TO BREAK EXISTING POLITICAL FIEFDOMS WHERE HIGHLY COHESIVE POLITICAL EMPIRES EXIST, BREAK THEM APART BY REMOVING OR SPLITTING THE MOST DYSFUNCTIONAL SUBGROUPS. IF YOU ARE AN EXECUTIVE, BE KEENLY SENSITIVE TO MANAGERS WHOSE MODE OF OPERATION IS THE PERSONALIZATION OF POLITICAL PATRONAGE. FIRST, APPROACH THESE PERSONS WITH A DIRECTIVE TO “STOP THE POLITICAL MANEUVERING.” IF IT CONTINUES, REMOVE THEM FROM THE POSITIONS AND, PREFERABLY, THE COMPANY. TO PREVENT FUTURE FIEFDOMS MAKE ONE OF THE MOST IMPORTANT CRITERIA FOR PROMOTION AN APOLITICAL ATTITUDE THAT PUTS ORGANIZATIONAL ENDS AHEAD OF PERSONAL POWER ENDS. SOURCE: D R BEEMAN AND T W SHARKEY, “THE USE AND ABUSE OF CORPORATE POLITICS,” BUSINESS HORIZONS, MARCH-APRIL 1987, P 30.
- 30. POLITICAL STRATEGIES FOR ATTAINING POWER IN ORGANIZATIONS TAKING COUNSEL MAINTAINING MANEUVERABILITY PROMOTING LIMITED COMMUNICATION EXHIBITING CONFIDENCE CONTROLLING ACCESS TO INFORMATION AND PERSONS MAKING ACTIVITIES CENTRAL AND NONSUBSTITUTABLE CREATING A SPONSOR-PROTÉGÉ RELATIONSHIP STIMULATING COMPETITION AMONG AMBITIOUS SUBORDINATES NEUTRALIZING POTENTIAL OPPOSITION MAKING STRATEGIC REPLACEMENTS COMMITTING THE UNCOMMITTED FORMING A WINNING COALITION DEVELOPING EXPERTISE BUILDING PERSONAL STATURE EMPLOYING TRADE-OFFS USING RESEARCH DATA TO SUPPORT ONE’S OWN POINT OF VIEW RESTRICTING COMMUNICATION ABOUT REAL INTENTIONS WITHDRAWING FROM PETTY DISPUTES.
- 31. Organizational contributors •Individuals •Groups Political Tactics Self-interest Influence tactics Power Conflict management Integrative negotiation Mutuality of interest (organizational effectiveness) Climate of Openness, Cooperation, and Trust Climate of Destructive Competition and Suspicion The Constant Tug-of-War between Self-Interest and Mutuality of Interest Requires Managerial Action
- 32. Influence Sharing Manager/Leader consults followers when making decisionsAuthoritarian Power Manager/Leader imposes decisions. Power Sharing Manager/leader and followers jointly make decisions. Power Distribution Followers granted authority to make decisions. High None Domination Consultation Participation Delegation DegreeofEmpowerment The Evolution of Power: From Domination to Delegation