TAILIEUCHUNG - Ebook Organizational behavior (13/E): Part 2

Part 2 book “Organizational behavior” has contents: Power and politics, the leadership process, leader traits and behavioral styles, organizational culture and innovation, organizational structure and design, formal organizational structure, formal organizational structure. | 12 Power and Politics The Key Point Power and politics are a fact of life in organizations: To be successful, we must know how to gain power and use influence. But we also know that power and politics are often seen as dirty words. Why do these concepts have such a bad name and how can we overcome their negative connotations? ■ What’s Inside? Chapter at a Glance ■ ■ Bringing OB to LIFE FLIRTING AND CHATTING UP FOR SUCCESS ■ ■ Worth Considering . . . or Best Avoided? STRUGGLING TO GAIN INFLUENCE? TAP INTO THE SCIENCE OF PERSUADING ■ Checking Ethics in OB ■ FURLOUGH OR FIRE? WEIGHING ALTERNATIVE INTERESTS ■ Finding the Leader in You CORRUPTIVE POWER OF CELEBRITY TURNS BLIND EYE TO PEDOPHILIA ■ ■ OB in Popular Culture TOOTING ONE’S HORN IN SPANGLISH ■ Research Insight SOCIAL NETWORKS AND POWER IN ORGANIZATIONS ■ What Is Power, and How Does It Operate in Organizations? What Are the Sources of Power and Influence? How Do People Respond to Power and Influence? What Are Organizational Politics? How Do Individuals Navigate Politics in Organizations? 259 260 CHAPTER 12 ■ Power and Politics Understanding Power LE A R N ING ROA DM A P WHAT IS POWER AND WHY IS IT IMPORTANT? • POWER AND DEPENDENCE THE PROBLEM OF POWERLESSNESS • POWER AS AN EXPANDING PIE Power and politics are among the most important, yet least understood, concepts in organizational behavior. When you hear the words power and politics, how do you feel? Do you want power? If you say you don’t want power you are likely missing out on important opportunities. Without power and influence you will be less effective in organizations. Did you know that the modern computer was first invented by Xerox in 1975? But name Xerox is not associated with computers because the engineers who designed it were not able to influence Xerox executives who saw themselves as a “paper company” to adopt their innovation. Instead, as we now know, Xerox showed it to Steve

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• Organizational behavior
• The leadership process
• Behavioral styles
• Organizational culture
• Formal organizational structure
• Formal organizational structure
• Lecture Organizational behavior
• Organizational behavior theory
• Organizational structure
• Leading organizational change
• The unfreezing stage
• Individual behavior
• Organizational context
• Organizational design
• Management in organizations
• Leadership in organizations
• Internal locus
• Outcomes of stress
• Script schemas
• Person schemas
• Job satisfaction
• Emotional intelligence
• Motivation theories
• Needs theory
• Individual motivation
• Performance management cycle
• Formal teams
• Informal groups
• Team performance
• The team building process
• Decision making
• Moral dilemma
• Conflict in organizations
• Negotiation in organizations