Power and Politics

Power

A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.

Dependency

B’s relationship to A when A possesses something that B requires.

Coercive PowerA power base dependent on fear.Reward PowerCompliance achieved based on the ability to distribute rewards that others view as valuable.

Formal Power

Is established by an individual’s position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information.

Legitimate Power

The power a person receives as a result of his or her position in the formal hierarchy of an organization.

Expert Power

Influence based on special skills or knowledge.Referent Power

Influence based on possession by an individual of desirable resources or personal traits.

Dependency: The Key To PowerThe General Dependency Postulate

The greater B’s dependency on A, the greater the power A has over B.

Possession/control of scarce organizational resources that others need makes a manager powerful.

Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power.

What Creates DependencyImportance of the resource to the organizationScarcity of the resourceNon substitutability of the resource

Influence Tactics:

• Legitimacy

• Rational persuasion

• Inspirational appeals

• Consultation

• Exchange

• Personal appeals

• Pressure

• Coalitions

Influence Tactics:

• Legitimacy

• Rational persuasion

• Inspirational appeals

• Consultation

• Exchange

• Personal appeals

• Pressure

• Coalitions

Power Tactics

Ways in which individuals translate power bases into specific actions.

• Seek to maximize their size to attain influence.

• Seek a broad and diverse constituency for support of their objectives.

• Occur more frequently in organizations with high task and resource interdependencies.

• Occur more frequently if tasks are standardized and routine.

• Seek to maximize their size to attain influence.

• Seek a broad and diverse constituency for support of their objectives.

• Occur more frequently in organizations with high task and resource interdependencies.

• Occur more frequently if tasks are standardized and routine.

Coalitions

Clusters of individuals who temporarily come together to achieve a specific purpose.

Sexual Harassment: Unequal Power in the Workplace Sexual Harassment

Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature.

Steps for Managers to Take to Prevent Sexual Harassment

Make sure a policy against it is in place. Ensure that employees will not encounter

retaliation if they file a complaint. Investigate every complaint and include

the human resource and legal departments.

Make sure offenders are disciplined or terminated.

Set up in-house seminars and training.

POLITICSPolitical behavior are those activities that are

not required as a part of one’s formal role in organization but that influences the distribution of advantages and disadvantages in the organization.

Every one has an opportunity to play political games but this depends on whether he is willing to utilize this opportunity.

Power and politics are interwoven and they occur at all levels.

Politics is used to achieve goals.

Organizations can be considered as political entities because people have self interests to advance in career.

Effects of Organizational PoliticsPositive Effects

Exchanging favorsForming coalitionsSeeking sponsorsOvercoming internal

barriers

Negative EffectsHinders organizational

and individual effectiveness.

Is an irritant to employees.

Can have significant ethical implications.

Research on Organizational Politics

The larger the organization, the greater the politics.

Staff personnel are more political than line managers.

Marketing people are the most political; production people were considered the least political.

61% of employees believed organizational politics helps advance one’s career.

45% of employees believed that organizational politics detracts from organizational goals.

Political TacticsPosturing: “One upmanship” and taking credit

for others work.Empire building: gaining control over human

and material resources.Making the supervisor look good: engaging

in “apple polishing.”.Creating power and loyalty cliques: facing

superiors as a cohesive group rather than alone.

Engaging in destructive competition: sabotaging the work of others through character assassination.

Dysfunctional political Behaviour

Dysfunctions are any activities or actions by individuals which are at the cost of organizational goals and interests.

When organizational interests and individual interests intersect, it becomes functional

When they don’t, it becomes dysfunctional.

Dysfunctional political behaviour can assume any of the following forms:

ScapegoatingPassing the buckDiscrediting othersFalsification of or hiding important

information

Factors contributing to dysfunctional politics

Competition for powerSubjective evaluation of performanceDelay in feedbackSaturation in promotions

Antidotes to Political BehaviorStrive for a climate of openness and trust.Measure performance results rather than

personalities.Encourage top management to refrain from

political behaviors.Strive to integrate individual and

organizational goals through meaningful work and career planning.

Practice job rotation to encourage broader perspectives and understanding of the problems of others.

MANAGING POLITICAL BEHAVIOURManagement can take following steps to

minimize dysfunctional politics.Clarity of rolesBeing an ethical role modelTransparent appraisal systemFair distribution of resourcesEffective communicationUnderstanding the aspirations of employees