kekuasaan dan politik chapter 14 mata kuliah: j0754 - pengelolaan organisasi entrepreneurial dosen...
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Kekuasaan dan Politik
Chapter 14
Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009
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Learning Objectives– Understand the difference between power and authority
– Describe five interpersonal power bases
– Discuss how subunits within an organization acquire and use power
– Identify impression management tactics
– Identify the reasons perceived authority can influence a person’s behavior
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Personal Power of Great Leaders• Great leaders make things happen by utilizing
four types of personal power– Communicating their visions to others– Overcoming resistance to change– Mobilizing resources in the required direction– Managing their own ambitions so they don’t lose
perspective
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Personal Power of Great Leaders• Power is a pervasive part of organizational life
– Getting things done requires it
• A person’s ability to use or react to power is determined by– Understanding power– Knowing how and when to use it– Being able to anticipate its effects
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Power and Authority• Power
– The ability to get others to do what one wants them to do
– Involves a relationship between two or more people– Cannot be forced on people
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Power and Authority• Power sharing
– Unless some power is shared, productivity, quality, and customer satisfaction won’t be maximized
– Takes time to implement
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Power and Authority• Authority
– The formal power a person holds because of his or her position in the organizational hierarchy
• Characteristics– It is vested in a person’s position– It is accepted by subordinates– It is used from the top down in an organization
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Bases of Power
Interpersonal
Structural
Situational
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Interpersonal Power• Legitimate A person’s ability to influence
others by being in a morepowerful position
• Reward A person’s ability to rewardthe behavior of others
• Coercive Capability to punish followersfor noncompliance
• Expert The power to influence others based on special expertise
• Referent Power based on charisma
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Need for Power (nPow)• A desire to influence others
– Strong action, by giving help or advice, or by controlling someone
– Action that produces emotion in others– A concern for reputation
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Structural and Situational Power• Organizational structure creates formal power
and authority– Specifies individuals to perform specific jobs and make
certain decisions
• Other forms of structural power exist because of– Resources– Decision-making power– Information power
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Resource Power• Individuals have open channels to resources
– Resources are allocated downward– Limited resources and labor cause a
dependency relationship
• To ensure compliance with goals– Resources are allocated on the basis
of performance and compliance
• To improve performance– Lower-level managers must have adequate power and
resources to control their destinies
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Decision-Making Power• The degree to which individuals or subunits can
affect decision making– It determines their level of power
• A person or subunit with decision making power can influence
– How decision-making occurs– What alternatives are considered– When a decision is made
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Information Power• Having access to relevant and important
information gives power– Information is the basis for making effective decisions– Those who possess the information
have power
• A person’s power may be weakened by sharing too much information
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Upward Flow of PowerA person exerting power upward has
personal power, but no authority
Manipulative Persuasion
A person’s direct attempt to disguise the true persuasion objective
The hidden agenda ploy
Manipulative Persuasion
A person’s direct attempt to disguise the true persuasion objective
The hidden agenda ploy
Manipulation
The form of influence in which both the objective and the attempt are concealed
Manipulation
The form of influence in which both the objective and the attempt are concealed
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Interdepartmental Power• Strategic contingency
– An event or activity that is important to accomplishing organizational goals
– Focuses on subunit power
• The power differential between subunits is influenced by the…– Ability to cope with uncertainty– Centrality of the subunit– Substitutability of the subunit
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Interdepartmental Power
Coping withuncertaintyCoping withuncertainty
CentralityCentrality
SubstitutabilitySubstitutability
Power acquiredby subunit and powerdifferentials
Power acquiredby subunit and powerdifferentials
Preventing market share decline by product development
Providing accurate future-based predictions
Absorbing problems from other units
Being in an urgent or immediacy position
Located at center of work flow
Possessing needed skills or expertise
Possessing only talents that are available to complete job
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Coping With Uncertainty• Copying with uncertainty activities
– Prevention– Information– Absorption
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Centrality• Subunits most central to the flow of work acquire
power– A subunit that can affect other subunits has some
degree of centrality and power
• A subunit also possesses power if its activities have a more immediate impact than those of other subunits– The higher the pervasiveness and immediacy of the
work flow of a subunit, the greater its power
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Substitutability• Refers to other subunits’ ability to perform
activities of a particular subunit– The lower the substitutability of a subunit, the greater its
power– A subunit can increase its power by assuming
responsibility for activities critical to the organization
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Obedience to Authority• Exercising power in an authoritative way isn’t the
only way power can be exerted– Power is often exerted by individuals who have only
minimum or no actual power– An individual may be able to influence others simply
because he or she is perceived to have power
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Potential Strategies and Tactics• Individuals and subunits continually
engage in political behavior– Outside the legitimate, recognized power system– Designed to benefit an individual or subunit, often at the
expense of the organization– Intentional and designed to acquire and maintain power
• Political behavior often sidetracks the formal power that exists in an organization
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Potential Strategies and Tactics• Common political tactics
– Rule evasion: evading the organization’s formal procedures.
– Personal-political: using friendships to facilitate or inhibit processes and procedures.
– Educational: attempting to persuade others to think like a particular subunit.
– Organizational: attempting to change the formal or informal interaction patterns between subunits
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Impression Management• Behaviors individuals use to…
– Preserve their self-image– Influence the ways in
which others perceive them– Create a favorable impression
with important others in the workplace
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Impression Management Tactics
Self-Presentation• Smiling• Making eye contact• Positive tone of
voice• Appropriate dress• High level of
energy
Self-Presentation• Smiling• Making eye contact• Positive tone of
voice• Appropriate dress• High level of
energy
Other-Enhancement Doing favors for others Using flattery Showing interest in
others Being an active listener Agreeing with others’
opinions
Other-Enhancement Doing favors for others Using flattery Showing interest in
others Being an active listener Agreeing with others’
opinions
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Playing Politics• Political games
– Insurgency– Counter-insurgency– Sponsorship– Coalition-building– Line versus staff– Whistle-blowing
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Ethics, Power, and Politics
Managers confront ethical dilemmas in their jobs because they frequently use power and politics to accomplish their goals.
Each manager, therefore, has an ethical responsibility.
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Ethics, Power, and Politics• A manager’s behavior must satisfy certain criteria
to be considered ethical– Utilitarian Outcomes– Individual Rights– Distributive Justice
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Ethics, Power, and Politics
• Utilitarian Outcomes– The manager’s behavior results in the optimal
satisfaction of people both inside and outside the organization
– It results in the greatest good for the greatest number of people
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Ethics, Power, and Politics• Individual Rights
– The manager’s behavior respects the basic human rights of all affected parties
• Free consent• Free speech• Freedom of conscience• Privacy• Due process
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Ethics, Power, and Politics
• Distributive Justice– The manager’s behavior respects the rules of justice– It treats people equitable and fairly,
not arbitrarily