Chapter learning objectivesDefine power and counterpower.Describe the five bases of power in organisations.Explain how information relates to power in organisations.Discuss the four contingencies of power.Discuss the role of power in sexual harassment.Explain how organisational power creates problems in romantic relationships at work.Summarise the advantages and disadvantages of organisational politics.Describe six types of political activity found in organisations.Describe the conditions that encourage organisational politics.Identify ways to control dysfunctional organisational politics.Summarise the key features of persuasive communication.

Politics of telecommutingGary Withers, managing director of Drake International New Zealand, leads the Auckland-based consulting firm from his home in Queenstown. Withers says telecommuting keeps him away from office politics, but experts warn that telecommuters may become victims of office politics. Southland Times/(New Zealand)

The meaning of power Power is the capacity of a person, team or organisation to influence othersthe potential to influence otherspeople have power they dont use and may not know they possesspower requires one persons perception of dependence on another person Southland Times/(New Zealand)

Power and dependencePersonBPerson Bs counterpower over Person APerson As power over Person B

Model of power in organisationsLegitimateRewardCoerciveExpertReferent

Sourcesof power

The limits of legitimate powerThe Caine Mutiny illustrates the limits of legitimate power in organisations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny. Reuters Archive Photos

Sources of powerLegitimate powerReward powerCoercive powerExpert powerReferent power Reuters Archive Photos

Information and powerControl over information flowbased on legitimate powerrelates to formal communication networkcommon in centralised structures (wheel pattern)Coping with uncertainty those who know how to cope with organisational uncertainties gain powerpreventionforecastingabsorption

Contingencies of power among pilotsThese pilots at Germany's Lufthansa Airlines won 30 per cent pay rises after staging two 24-hour strikes that grounded hundreds of flights and cost the airline more than US$23 million. Pilots are powerful because they have low substitutability (only other pilots can replace them) and high centrality. AFP/CORBIS

Increasing non-substitutabilityIncreasingnon-substitutabilityControllingtasksControllingknowledgeDifferentiationControllinglabour

Contingencies of powerSubstitutabilityCentralityDiscretionVisibility

Consequences of powerReward powerLegitimate powerCoercivepowerExpertpowerReferentpowerSources of powerConsequences of power

Sexual harassment and powerHarasser stereotypes the victim as subservient and powerlessHarasser threatens job security or safety through coercive or legitimate powerHostile work environment harassment continues when the victim lacks power to stop the behaviour

Office romance and powerCo-workers believe that employees in relationships abuse their power to favour each otherHigher risk of sexual harassment claims after relationship breaks off

Organisational politicsAttempts to influence others using discretionary behaviours to promote personal objectivesdiscretionary behaviours neither explicitly prescribed nor prohibitedPolitics may be good or bad for the organisation

Types of organisational politicsTypes oforganisationalpoliticsManagingimpressionsAttacking andblamingCreatingobligationsCultivatingnetworksControllinginformationForming coalitions

Conditions for organisational politicsConditionssupportingorganisational politicsScarceresourcesComplex andambiguousdecisionsPersonalcharacteristicsTolerance ofpolitics

Controlling political behaviourPeer pressureagainst politicsRemovepolitical normsFree flowinginformationManage changeeffectivelyProvidesufficientresourcesIntroduceclear rulesHirelow-politicsemployeesIncreaseopportunitiesfor dialogue

Persuasive communicationAudiencecharacteristics

Self-esteem Inoculated

Communicatorcharacteristics

Expert Credibility AttractiveCommunication medium

Overview of the next chapterDistinguishing task-related and socioemotional conflictAdvantages and disadvantages of conflict in organisationsSix sources of organisational conflictFive interpersonal styles of conflict managementStructural approaches to managing conflictSituational influences on negotiationsTypes of third-party dispute resolution

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneC H A P T E R12

Power, politics and persuasion