Module%204:%20Managing%20IS%20Organizations

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Module 4 Managing IS Organizations

• Topic 9. Managing the processes of organizational
  behavior

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Learning Objectives

1. Define four processes of organizational behavior
   power, empowerment, politic, leadership, and
   communication
2. Compare position and personal power
3. Describe the relationship among power, authority,
   and obedience
4. Recommend how position and personal power can be
   enhanced
5. Explain how to transform power into influence and
   how to implement empowerment
6. Explain why an organization has politics
7. Identify success factors for leading
   high-performance teams
8. Describe the communication process and its
   components and different types of noise
9. Compare effective and efficient communication
10. Recommend how to minimize noise in communication

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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

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Position Power

• Gained through ones 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.

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Personal Power

• Gained through experience and expertise
• Expert Power the ability to control anothers
  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 anothers
  behavior because of the individuals wanting to
  identify with the power source.

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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 person

Do this, will you?
Ok, Boss
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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

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Enhancing Personal Power

• Get access to knowledge and information
• Increase personal attractiveness
• Work harder

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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
  ones requests.
• Sanctions. Use rewards and punishments

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Empowerment

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

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To implement empowerment

• Delegate clear and unambiguous authority to lower
  levels
• Require integration and participation in planning
  at all levels
• Exercise strong communication skills

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Politics

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

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Use of politics to

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

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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.

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Leading high-performance teams

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

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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

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Noise

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

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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

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To achieve effective comm.

• Minimize noise
• Active listening
• Constructive feedback

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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)

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Influences of the Organizational Issues

• Four areas influenced by the Internal issues (see
  Figure 7.1, p. 82)
• Management
• Technical aspects
• People
• Organization

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Management Issues

• Champions of new technology
• Funding new technology

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Technical Issues

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

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People Issues

• Communication and employee involvement
• Cross-functional teams
• Personnel selection for new technology
• Employee evaluation and remuneration
• Training

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Organizational Issues

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

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Management Challenges

• Utilize power positively to achieve the
  organizations 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