Power, Politics, and Ethics in Team Behavior

1. CHAPTER 6 TEAM BEHAVIOR POWER, POLITICS AND ETHICS

2. Power, Politics and Ethics • What is power? Power is a person’s ability to influence another person’s behavior. • Bases of Power and How to Increase Your Power They proposed five base of power—coercive, legitimate, expert, reward, and referent—which are commonly used today

3. Coercive power involves threats and/ or punishment to influence compliance. Out of fear that noncompliance will lead to reprimands, probation, suspension, or dismissal, employees often do as the supervisor requests. Other example of coercive power include verbal abuse, humiliation, and ostracism. Increase Coercive power : To have true coercive position power, you need to have a management job that enable you to gain and maintain the ability to hire, discipline, and fire your employees.

4. Connection power,which is based on the user’s relationship with influential people.It relies on the use of connects or friend who can influence the person you are dealing with. The right connection can give you the perception of having power, and they can actually give you power. Increasing Connection Power:To increase your connection power, expand your network of connect with important managers who have power. Join the “ in crowd,” and the “right” clubs. Sports like golf may help you meet influential people.

5. Reward power which is based on the user’s ability to influence others with something of value to them. In a management position, use position reinforcement with incentives such as praise, recognition, pay raises, and promotion to ensure compliance. With peers you can exchange favors as a reward, or give something of value to the other party. Increase Reward Power:Get a management position and gain and maintain control over resource. Have the power to evaluate your employee’s performance and determine their raises and promotion. Find out what others value, and try to reward them in that way. Using praise can help increase your power. Employees who feel they are appreciated rather than being used will give the manager more power.

6. Legitimate power is based on the user’s position power, which is given by the organization. Employees tend to feel that they ought to do what the supervisor says within the scope of the job. Increasing Legitimate Power : Let people know the power you possess, and work at gaining people’s perception that you do have power. Remember—people’s perception that you have power gives you power.

7. Referent power which is based on the user’s personal power. The person relies on personality and the relation with employees to gain compliance. Increase Referent power :To gain referent power, develop your relationship with others; stand up for them. Using the nine guideline for effective human relations can help you with referent power. Remember that your boss’s success depend upon you. Gain his or her confidence in order to get more power; work at your relationship with the boss.

8. Information powerwhich is based on the user’s information being desired by others. Managers rely on the other person’s need for the information they possess. However, with central computer networks, individual managers have less power. Increasing information Power:Have information flow through you. Know what is going on in the organization. Provide service and information to other department. Serve on committees; it give you both information and a chance to increase connection power.

9. Expert power, which is based on the user’s skill and knowledge. Supervisor rely on their unique ability to do or explain something to others. Being an expert makes other people department upon you. Increasing Expert Power To become an expert, take all the training and educational programs your organization provides. Stay away from routine tasks, in favor of more complex, hard-to-evaluate tasks.

10. Politics • Organizational politics Politics is the process gaining and using power. Politics and power go hand in hand. • Manager cannot meet their objectives without the help of other people and department over which they have no authority or position power. Using reciprocity involves creating obligations and debts, developing alliances, and using them to accomplish objectives.

11. Developing Political Skills • Yes you can be good at politics without being a jerk. Human relation skills are critical to political success in organization. Try to follow nine HR guidelines can help you develop political skills. • Using reciprocity. When you want something, determine who else will benefit and create alliance power to help you, the other party (s), and the organization to benefit. Networking is a form of politics. • Successful implementing these behaviors results in increased political skills. However, if you don’t agree with one of the political behaviors, don’t use it. You may not need to use all of the political behavior to be successful.

12. Ethics • What is Ethics? Is the moral standard of right and wrong behavior. • Type I: refers to behavior that is considered wrong by authorities, yet not accepted by others as unethical. • Type II: refers to behavior that is considered wrong by authorities and the individual, yet conducted anyway.

13. Ethical and Unethical Politics • Ethical politics: includes behavior that benefits both the individual and the organization. • Unethical politics: include behavior that benefits the individual and hurts the organization. The term organization include people because if employees are hurt, so is the organization.

14. CHAPTER 7 TEAM BEHAVIOR PROBLEM SOLVING, DECISION MAKING AND TEAM DYNAMICS

15. TEAM BEHAVIOR • What is Team? A team is small number of members with shared leadership who perform interdependent job with both individual and group accountability, evaluation, and rewards. • What is Group? A group is two or more members with a clear leader, who perform independent jobs with both individual accountability, evaluation, and reward. • All teams are groups, but not all groups are team. Therefore, when the term groups is used in this book, it can also refer to a team. It is not always easy to distinguish a team from a group. Therefore, for our purposes a group or teamis two or more people interacting to achieve an objective.

16. Why Team Leadership Skills Are Important Below are some of the many reason why team leadership skills are important to managers and non-managers as well. • Global organizations continue to focus on team as the major means of increasing productivity. • Managers report spending 50 to 90 percent of their time in some form of team activity. Managers will spend less time supervising and more time facilitating team as the trend toward self-directed teams continues.

17. Managers are evaluated on the results of their department as a whole, rather than on the results of each employee. The manager’s performance is dependent upon the team’s performance. • It is common knowledge that groups are the backbone of organization because of the system effect in which each group/department is effected by at least one other group and each department affects the performance oft the total organization.

18. Types of Groups In this section, you will learn about the two types of groups—functional group and task group—and informal groups. • Functional Groups At all levels in the organization are functional groups, which are ongoing formal groups comprised of managers and their employees. Each work unit/ department makes up a functional group. For example, the marketing, finance, production, and personnel departments make up number of independent functional groups.

20. Task Group Task group are formal group because they are sanctioned by the organization to perform a specific function. The task force is more commonly called a committee. Task group are an effective problem- solving tool. Unlike functional groups, they are usually comprised of members from different departments and are thus called cross- function team. • Ad Hoc Committees The two commonly used classification for task group are ad hoc committee and standing committee. Ad hoc committees are temporary task forces formed for a specific purpose. They are temporary because they exist only until the task is accomplished.

21. Standing Committees Standing committees are permanent groups that exist to deal with continuing organizational issue. They are permanent because they are ongoing from year to year. • Informal Groups Task and functional groups are considered formal group because they are intentionally created by the organization as a means of carrying out its purpose and accomplishing its objectives. Informal groups are not intentionally created by the organization. Informal group are spontaneously created when members join together voluntarily because of similar interests. As was discussed, people join groups for a variety of reasons.

22. CREATIVE GROUP PROBLEM SOLVING AND DECISION MAKING • Problem solving is the process of taking corrective action in order to meet objectives. • Decision making is the process of selecting an alternative course of action that will solve a problem. • Decision-Making Styles • Reflexive style A reflexive decision maker/group likes to make quick decision (to shoot from the hip) without taking the time to get all the information that may be needed and without considering all alternatives.

23. Reflective Style A reflective decision maker/ group likes to take plenty of time to make decisions, taking into account considerable information and an analysis of several alternatives. • Consistent Style A consistent decision maker/group tends to make decision without rushing or wasting time.22 He or she tends to know when they have enough information and alternative to make a sound decision

24. Creative Group Problem Solving And Decision Making • The term creativity means the ability to develop unique alternative to solve problems. • The four stages in the creative process are (1) preparation, (2) possible solutions, (3) incubation, (4) evaluation. • preparation. You must become familiar with the problem. Get other’s opinions, feelings, and ideas, as well as the faces. When solving a problem, look for new angles, use imagination and invention, the don’t limit boundaries. • possible solutions. Generate as many possible creative solutions as you can think of, without making a judgment.

25. Incubation. After generating alternatives, take a break. It doesn’t have to be long, but take time before working on the problem again. During the incubation stage, you may have an insight to the problem’s solution. Have you ever worked hard on a problem and become discouraged, but when you had given up or taken a break, the solution came to you? • Evaluation. Before implementing a solution, you should evaluate the alternative to make sure the idea is practical. Evaluation often leads to more creativity.

26. Team Dynamics and Leadership • Team Dynamics refers to the patterns of interaction that emerge as group develop. It also called group process. Norms Size Team dynamics components affecting behavior, human relation and performance of groups Roles Objective Cohesiveness Status

27. Objectives To be effective, teams must agree on clear objectives and be committed to achieving them. The Leader should all the group to have input in setting objectives. The manager must work toward attaining agreement and getting a commitment from employees to achieve the group objectives. When you are a member or follower try to get the group to set clear objectives that its members agree to and are committed to.

28. Team Size The number varies, depending on the team’s purpose. For functional groups to work well as self-directed team, Digital uses teams of 12 to 18, believe that deal size 14 or 15. Task groups are often smaller than functional groups. Team size affects leadership, members, and its process of getting the job done, The larger the team size, the more formal or autocratic the leadership needs to be to provide direction.

29. Team Norms Norms are the group’s shared explanations of its members’ behavior. Norms determine what should, ought, or must be done in order for the group to maintain consistent and desirable behavior. Norms are developed spontaneously as the group members interact through the routine of the team. The group’s beliefs, attitudes, and knowledge influence the type of norms developed.

30. Group Cohesiveness Group cohesiveness is the attractiveness and closeness group members have for themselves and the group. The more cohesive the group, the more it sticks together as a team. The more desirable group membership is, the more willing the members are to behave according to the team’s norms. • Status within the team Statusis the perceived ranking of one member relative to other members of the group. Status is based on several factors, including a member’s job title, wage or salary, seniority, knowledge or expertise, interpersonal skills, appearance, education, race age, sex and so on.

31. Group Roles Group rolesare shared expectations of how group members will fulfill the requirements of their position. People develop their roles based on their own expectations, the organizational expectations, and the group’s expectations. Individuals come to the organization with expectations about how they should fulfill their position and roles. The group’s task roles are the things group members do and say that directly aid in the accomplishment of it objectives (s).

32. Group tasks roles can be subclassified into: • Objective clarifiers – their role is to be sure everyone understands the objective. • Planners – their role is to determine how the objective will be met. • Organizers – their role is to assign and coordinator the resources. • Leaders – their role is to influence members through direction as the task is performed. • Controllers – their role is to take corrective action to ensure the objective is achieved.

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