Module 4: Managing IS Organizations

Topic 9. Managing the processes of organizational

behavior

Learning Objectives

1. Define four processes of organizational behavior power, empowerment, politic, leadership, and communication

2. Compare position and personal power3. Describe the relationship among power, authority, and

obedience4. Recommend how position and personal power can be

enhanced5. Explain how to transform power into influence and how to

implement empowerment6. Explain why an organization has politics7. Identify success factors for leading high-performance teams8. Describe the communication process and its components

and different types of noise9. Compare effective and efficient communication10. Recommend how to minimize noise in communication

Power

• The ability to get someone else to do something you want done

• The ability to make things happen or get things done the way you want to

• Two types of power: Position and Personal

Position Power

Gained through one’s position in the organization

• Reward Power = the extent to which a manager can use extrinsic and intrinsic rewards to control other people

• Coercive power = the extent to which a manager can deny desired rewards or administer punishment to control other people.

• Legitimate power (formal authority) = the extent to which a manager can use the internalized values of a subordinate that the ‘boss’ has a ‘right of command’ to control other people.

Personal Power

• Gained through experience and expertise

• Expert Power = the ability to control another’s behavior due to the possession of knowledge, experience, or judgment that the other person does not have but needs.

• Referent Power = the ability to control another’s behavior because of the individual’s wanting to identify with the power source.

Power, Authority, and Obedience

• Power has an influence on the behavior of others• Formal authority exert the influence through the

legitimacy of a managerial position• Obedience occurs when an individual responds to

the request of a powerful personDo this,

will you?Ok, Bos

s

Enhancing Position Power

• Increase your central and critical position• Increase the personal discretion and

flexibility• Build tasks that are difficult to evaluate into

your job• Increase the visibility of your job

performance• Increase the relevance of your tasks

Enhancing Personal Power

• Get access to knowledge and information

• Increase personal attractiveness• Work harder

Transform Power into Influence

• Reason. Use facts and data to logically support your argument.

• Friendliness. Use flattery, goodwill, and favorable impressions.

• Coalition. Use relationships with other people for support.

• Bargaining. Use the exchange of benefits as a basis for negotiation.

• Assertiveness. Use a direct & forceful personal approach.

• Higher authority. Gain higher-level support for one’s requests.

• Sanctions. Use rewards and punishments

Empowerment

• the process by which managers help others acquire and use the power needed to make decisions affecting themselves and their work

To implement empowerment

• Delegate clear and unambiguous authority to lower levels

• Require integration and participation in planning at all levels

• Exercise strong communication skills

Politics

• the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through nonsanctioned means of influence

Use of politics to

• Overcome personnel inadequacies• Cope with change• Substitute for formal authority

Leadership

• Leadership attempts to promote adaptive change

• Traditional view: focuses on trait and behavior affecting leadership outcomes

• Contemporary view: emphasizes vision and change, as well as focuses on characteristics that can help facilitate the change.

Leading high-performance teams

• Encourage self-reinforcement• Encourage self-observation/evaluation• Encourage rehearsal• Facilitate equipment supplies• Communicates between groups• Truthfulness

Communication

• Verbal and Nonverbal• Key components

– Sender (source): encodes a message– Receiver: decodes the message– Feedback: provides by the receiver– Noise: interferes with effective

communication

Noise

• Physical distraction• Semantic problems• Cultural differences• Absence of feedback• Status effect

Effective and Efficient Communication

• Effective communication is communication in which the intended meaning of the source and the perceived meaning of the receiver are one and the same

• Efficient communication refers to communication at minimum cost in terms of resource expended

To achieve effective comm.

• Minimize noise• Active listening• Constructive feedback

Chapter 7Organizing for Technology

Key organizational issues for successful technology management

• Internal issues (management, technical areas, personnel, the organization itself)

• External issues (market interface, customer-supplier and producer-user relationship, external support for innovative activities, and accountability to shareholders)

Influences of the Organizational Issues

Four areas influenced by the Internal issues (see Figure 7.1, p. 82)

• Management• Technical aspects• People• Organization

Management Issues

• Champions of new technology• Funding new technology

Technical Issues

• Piloting and prototyping• Phrased introduction• Operational experience• Ancillary technologies and supporting

processes

People Issues

• Communication and employee involvement

• Cross-functional teams• Personnel selection for new technology• Employee evaluation and

remuneration• Training

Organizational Issues

• Culture change• Modifying the organizational structure• New technology driving organizational

change

Management Challenges

• Utilize power positively to achieve the organization’s goal

• Openmind, allow subordinates to speak up and listen to them

• Empower employees to make a decision• Become familiar with organizational politics and use

it to good advantage (not for a personal agenda)• Facilitate change, be polite, inspire people,

emphasize vision and change, stimulate and encourage intellectual contribution, and care about people

• Communicate efficiently and effectively• Listen and provide constructive feedback