UNIVERSITY OF NEGROS OCCIDENTAL – RECOLETOS

Lizares Avenue, Bacolod City, 6100

RECOLETOS DE BACOLOD GRADUATE SCHOOL

Reporting
in
HUMBOR030 –
Human Behavior in the Organization

Presented by:

Baluran, Angel L.
Rival, Adrian O.

Presented to :

Atty. Anabelle Palic

September 1, 2018
 REPORTERS’ LEARNING PLAN

Quarter: First Quarter

Reporters: Baluran Angel, Rival Adrian Level: MBA-1; GS21
Reporting Date & Time: September 1,2018 Learning Area: Human Behavior in the Organization

I. OBJECTIVES
A. Content Standard :

Power and Politics in the Organization

B. Learning Goals:
At the end of the lesson, the learners will be able to:
 Distinguish power and politics in the organization
 Analyze the different types of power in the organization.
 Evaluate the effects of misuse of power in the workplace.
 Distinguish formal and informal power.
 Apply leadership style in the organization.

II. CONTENT (Topic or subject matter that pertains to the particular content that the lesson focuses on)
A. Title: Power and Politics in the Organization

B. Values Integration:
 Team work, Cooperation, Coordination

C. Learning References:
https://en.wikipedia.org/wiki/Leadership
https://www.forbes.com/sites/kimberlyfries/2018/02/08/8-essential-qualities-that-
define-great-leadership/#383b83243b63
https://smallbusiness.chron.com/5-sources-power-organizations-14467.html
https://en.wikipedia.org/wiki/Collaboration
https://en.wikipedia.org/wiki/Empathy

III. PROCEDURES
A. Before the discussion:
I. Articulating the specific learning objectives.
1) Power in the Organization
2) Politics in the Organization

B. During the discussion:

I. The following topics will be discussed:
Topics Outline
1) Power in the Organization
i. Definition
ii. Impact of Power
iii. Bases of Power
A. Formal
B. Informal
iv. Types of Power
v. Leadership vs. Power
vi. Leadership skills
2) Politics in the Organization
 1) POWER IN THE ORGANIZATION
i. DEFINITION
An exercise of the authority delegated to a person. It means the use of power and
influences in organizations. Actions not officially sanctioned or acceptable by
an organization that are taken to influence others in order to meet personal goals refer to
politics.
ii. IMPACT OF POWER
 POSITIVE
 Involves encouraging productivity.
 This includes giving employees the power to make decisions, rewarding
employees for strong performance and appointing employees who
perform strongly to supervise other employees.
 Positive power builds employee confidence and motivates employees to
work harder. It also results in those in higher-level positions gaining power
through employee respect and communication, rather than coercive
efforts.
 Employee retention rates are higher when employees are given the
power to express concerns and work together in an organization.

 NEGATIVE
 Leaders in an organization do not have the respect of the employees
under them, they have a negative power.
 This type of leader motivates employees to perform by threatening them
with job loss and other punishments or shows favoritism to certain
employees rather than recognizing the hard work of multiple employees.
 Not only does the quality of work produced decrease under this type of
power, but it leads to higher turnover rates in an organization.
iii. BASES OF POWER
 FORMAL POWER – Based on position in the organization
a) Legitimate power
b) Coercive power
c) Reward power
 INFORMAL POWER – personal power
a) Referent power
b) Expert power
iv. TYPES OF POWER
A. LEGITIMATE POWER
 Power you derive from your formal position or office held in the organization's
hierarchy of authority.
Example: the president of a corporation has certain powers because
of the office he holds in the corporation.

 With Legitimate Power it is your position that gives you your power. The higher up the
 organizational hierarchy you go the more power you hold. If you lose your position
your power disappears. This is because your subordinates were influenced only by
your position and not you as an individual.
Regardless of your level in the hierarchy, you exercise this power when
you tell your subordinate to perform a task.
EXAMPLES:
CEOs, presidents, and monarchs.
Advantage:
 clear hierarchy or organizational structure
Disadvantage:
 leaders can sometime abuse their powers
B. COERCIVE POWER
 The power that managers have to threaten employees with some type of
punishment if they don’t follow directions and achieve the desired goal. Depending
on the circumstances
EXAMPLES:
 demoting an employee
 Firing an employee or suspending certain employee privileges.
Advantages:
 Insubordination: if an employee is consistently late or taking longer than allowed
lunch breaks, then coercion could be used to force the employee back into line.
The leader could threaten removal of bonus, the use of the capability process, or
even immediate dismissal to force the employee to obey.
 Preventing harassment and discrimination: suspension or termination could be
used as a threat to ensure that the company’s rules and policies are being
followed, including those related to harassment and discrimination in the
workplace.
Disadvantages:
 Lowers job satisfaction: people resent it being used on them as they feel under a
microscope.
 Close supervision needed: It is only useful if you as a manager are able to keep a
close eye on what’s going on.
 Reduces innovation: as everyone is under a microscope under threat of
punishment there is no room for creativity and innovation.
C. REWARD POWER
 Use of a reward to get a subordinate to follow an instruction, with power coming
from the manager’s ability to withhold the reward for noncompliance.
 The reward offered can be either tangible, such as a prize, or intangible, such as
public praise.
Advantages:
 The anticipation of a reward can encourage employees to work hard to achieve
the reward.
 The use of rewards can promote loyalty to the organization, for example, a worker
who receives regular praise for doing things right will have an increased sense of
loyalty compared to a worker who receives no praise.
Disadvantages:
 Tangible rewards cost an organization money.
 It is possible to run out of tangible rewards, and as we saw previously, an
employee’s manager may not have the authority to issue the employee with a
tangible reward.
 If a reward is given based on performance, other employees who didn’t receive
the reward may feel less motivated.
 D. REFERENT POWER
 The ability of a leader to cultivate the respect and admiration of his followers in
such a way that they wish to be like him.
 Referent power is based upon a leader modeling his behavior to demonstrate
appropriate conduct and decision making. Employees will observe a manager's
behavior and act as they believe their managers would act in the same
situation. In other words, you refer to what you believe the manager would do
and do the same; the manager becomes a point of reference for your
behavior.
Advantages:
 A great referent leader can inspire workers to be committed to their job.
 Consistently modeling the desired behavior can lead to decreased
counterproductive behavior.
Disadvantages:
 Because top leaders are often far removed from those on the bottom of the
organization chart, they may even have never spoken, it is difficult for referent power
to pass down the organization chart, as those at the bottom will never have seen the
behavior modeled.
 It takes time to develop trust, so referent power doesn’t work well where there is high
employee turnover.
E. EXPERT POWER
 The personal expertise & knowledge is possessed by a person gives him expert
power.
Advantages:
 easy to get promoted
 get trust and respect about decisions and opinions from others
 build up self confidence in the workplace
Disadvantage:
 A person’s expertise will decrease and respects of superiority diminish as they
share their knowledge and skills
v. LEADERSHIP VS. POWER
Leadership: both a research area and a practical skill encompassing the ability of an individual
or organization to "lead" or guide other individuals, teams, or entire organizations.
8 Essential Qualities That Define Great Leadership
1. Sincere enthusiasm
 Leaders are sincerely enthusiastic and passionate, that’s contagious.
 For instance, someone who worked with Elon Musk on the early stages of his
SpaceX project said that the true driver behind the success of the project
was Musk’s enthusiasm for space travel.
2. Integrity
 They do what’s right, even if that isn’t the best thing for the current project or
even the bottom line.
3. Great communication skills
 Leaders must motivate, instruct and discipline the people they are in charge of.
They can accomplish none of these things if they aren’t very skilled
communicators.
4. Loyalty
 True loyalty is ensuring that all team members have the training and resources to
do their jobs. It’s standing up for team members in crisis and conflict.
6. Managerial competence
 Those who emerge as being very good workers often have important qualities.
They are the ones who have a strong understanding of the company’s products
and services.
7. Empowerment
  A good leader has faith in their ability to train and develop the employees
under them. Because of this, they have the willingness to empower those they
lead to act autonomously.
vi. LEADERSHIP SKILLS
(The following are some of the skills that a leader must possess in the organization.)
1. Empathy
Empathy is the capacity to understand or feel what another person is experiencing from
within their frame of reference, i.e., the capacity to place oneself in another's position.
2. Collaboration
Collaboration is the process of two or more people or organizations working together to
complete a task or achieve a goal.[1]Collaboration is similar to cooperation.
3. Agile Decision Making
Agile with its focus on collaborative decision making, self organization and iterative
processes, builds an excellent foundation for creating alignment within the agile part of
the organization.

C. After the Discussion:

(Conclusion)