组织行为学（第18版）英文课件 罗宾斯 第13 章 权力与政治；第14 章 冲突与谈判 .pptx

OrganizationalBehaviorEighteenthEditionChapter13PowerandPoliticsCopyright?2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.

LearningObjectives(1of2)13.1Contrastleadershipandpower.13.2Explainthethreebasesofformalpowerandthetwobasesofpersonalpower.13.3Explaintheroleofdependenceinpowerrelationships.13.4Identifypowerorinfluencetacticsandtheircontingencies.

LearningObjectives(2of2)13.5Identifythecausesandconsequencesofabuseofpower.13.6Describehowpoliticsworkinorganizations.13.7Identifythecauses,consequences,andethicsofpoliticalbehavior.

DefinePowerandContrastLeadershipandPower(1of2)PowerreferstoacapacitythatAhastoinfluencethebehaviorofB,sothatBactsinaccordancewithA’swishes.Powermayexistbutnotbeused.Probablythemostimportantaspectofpoweristhatitisafunctionofdependence.Apersoncanhavepoweroveryouonlyifheorshecontrolssomethingyoudesire.

DefinePowerandContrastLeadershipandPower(2of2)Leadersusepowerasameansofattaininggroupgoals.GoalcompatibilityPowerdoesnotrequiregoalcompatibility,merelydependence.Thedirectionofinfluence.Leadershipfocusesonthedownwardinfluenceonone’sfollowers.Leadershipresearchemphasizesstyle.

ExplainFormalPowerandPersonalPower(1of2)FormalPowerCoercivePowerRewardPowerLegitimatePowerPersonalPowerExpertPowerReferentPower

ExplainFormalPowerandPersonalPower(2of2)WhichBasesofPowerAreMostEffective?Personalsourcesaremosteffective.Bothexpertandreferentpowerarepositivelyrelatedtoemployees’satisfactionwithsupervision,theirorganizationalcommitment,andtheirperformance,whereasrewardandlegitimatepowerseemtobeunrelatedtotheseoutcomes.Coercivepowercanbedamaging.

ExplaintheRoleofDependenceinPowerRelationships(1of3)TheGeneralDependencyPostulateWhenyoupossessanythingothersrequirebutthatyoualonecont