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MANAGEMENT & ORGANIZATION THEORY MGMT 5113

MANAGEMENT & ORGANIZATION THEORY MGMT 5113. RAJ BASU Vice-President for Academic Affairs OSU-Tulsa. ORGANIZATIONAL POWER. The potential to influence the behavior of others and the ability to resist unwanted influence. SOURCES OF POWER. Legitimate Authority Ability to reward

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MANAGEMENT & ORGANIZATION THEORY MGMT 5113

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  1. MANAGEMENT & ORGANIZATION THEORY MGMT 5113 RAJ BASU Vice-President for Academic Affairs OSU-Tulsa

  2. ORGANIZATIONAL POWER • The potential to influence the behavior of others and the ability to resist unwanted influence

  3. SOURCES OF POWER • Legitimate Authority • Ability to reward • Coercive authority • Expert power • Referent power • Networks and Alliances • Structural Location

  4. DEVELOPING REWARD POWER • Praise and reward frequently • Reward the deserving only • Be consistent in the distribution of rewards • Do not underestimate the power of intangible rewards

  5. DEVELOPING COERCIVE POWER • Walk softly and carry a big stick • Do not misuse or over use coercive power • Be consistent in the use of coercive power • Use coercive power in private, and reward power in public

  6. DEVELOPING EXPERT POWER • Gain valued knowledge and expertise • Establish yourself as a resource for others • Share your expertise generously • Stay ahead of the learning curve

  7. DEVELOPING REFERENT POWER • Understand people’s needs, interests, and problems • Genuinely respect mutual differences • Invite reciprocal influence • Do not make illegitimate demands • Empower to gain power

  8. DEVELOPING NETWORKS & ALLIANCES • Establish credibility and expertise • Develop a reputation for wisdom and fairness • Prove your loyalty and trustworthiness to people • Consistently build your credits • Find powerful mentors • Keep your manager informed of your achievements • Complement your manager’s style

  9. ADVANTAGES OF NETWORKS & ALLIANCES • Increased access to resources • Greater autonomy and decision-making latitude • Greater political and moral support

  10. DEVELOPING STRUCTURAL POWER • Seek mission critical responsibilities • Seek jobs with high Centrality • Seek responsibilities that allow control over resources • Have access to important information

  11. RESPONSES TO POWER • Coercive Power: Resistance • Legitimate, Reward Power: Compliance • Expert, Referent Power: Internalization

  12. Successful Long-term Power Users • Have a high need for using power for the good of others • Approach relationships with a communal orientation • Focus on needs and interests of others • belief in the authority system • preference for • work & discipline • belief in justice • altruism

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