1. Chapter 12 Power and Politics
Getting things done
while you help yourself

2. Chapter 12 Study Questions
What are power and influence?
What are the key sources of power and influence?
What is empowerment?
What is organizational politics?
Copyright © 2010 John Wiley & Sons, Inc.

3. What are power and influence?
The ability to get someone to do something you want done.
The ability to make things happen in the way you want.
Influence
Expressed by others’ behavioral response to your exercise of power.
Interdependence
All elements of an organization, as open systems, are influenced by each other.
Copyright © 2010 John Wiley & Sons, Inc.

4. What are power and influence?
Legitimacy – generally unstated, but understood authority, derived from formal position within the organization. Obedience – tendency to obey authority figures. This is a powerful organizational dynamic.
Copyright © 2010 John Wiley & Sons, Inc.

5. What are power and influence?
Acceptance of authority (‘consent of the governed’) is the concept that subordinates will accept or follow a managerial directive only if the subordinate :
Understands the directive.
Is capable of carrying out the directive.
Believes the directive is consistent with organization’s purpose and personal interests.
Copyright © 2010 John Wiley & Sons, Inc.

6. What are power and influence?
Zone of indifference
Range of requests to which a subordinate is willing to respond without critically evaluating or judgment the request.
Copyright © 2010 John Wiley & Sons, Inc.

7. Figure 12.1 Zone of Indifference
Copyright © 2010 John Wiley & Sons, Inc.

8. What are the key sources of power and influence?
Two primary sources of power:
Position
Derives from a person’s position within organizational hierarchy.
Personal
Resides in the individual.
Independent of that individual’s position.
Copyright © 2010 John Wiley & Sons, Inc.

9. What are the key sources of power and influence?
Types of position power
Legitimate
Reward
Coercive
Process
Information
Representative
Copyright © 2010 John Wiley & Sons, Inc.

10. What are the key sources of power and influence?
Legitimate power
The extent to which a manager can use subordinates’ internalized values or beliefs that the boss has the “right of command” to control their behavior.
Copyright © 2010 John Wiley & Sons, Inc.

11. What are the key sources of power and influence?
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 and administer punishment to control other people.
Copyright © 2010 John Wiley & Sons, Inc.

12. What are the key sources of power and influence?
Process power
The control that a manager has over methods of production and analysis.
Control of inputs and outputs in today’s technologically complex organizations.
Copyright © 2010 John Wiley & Sons, Inc.

13. What are the key sources of power and influence?
Information power
The access to and/or control of information.
Representative power
The formal right conferred by the firm to speak for a potentially important group composed of individuals across departments or outside the firm.
Copyright © 2010 John Wiley & Sons, Inc.

14. Types of Personal Power
Expertise
Derived from having knowledge, experience, or judgment that is valued and needed by others.
Rational Persuasion
Ability to control another’s behavior by presenting facts and logical argument that will result in positive outcomes.
Reference
The ability to control another’s behavior because the person wants to identify with the power source.
Coalition
Ability to control another’s behavior indirectly because of a reciprocal obligation to you or the larger group.
Copyright © 2010 John Wiley & Sons, Inc.

15. What are the key sources of power and influence?
Building influence
Power-oriented behavior is action directed primarily at developing relationships in which other people are willing to defer to one’s wishes.
Downward, upward, lateral.
Copyright © 2010 John Wiley & Sons, Inc.

16. Figure 12.2 Dimensions of managerial power and influence.
Copyright © 2010 John Wiley & Sons, Inc.

17. What are the key sources of power and influence?
Build Position Power
Demonstrate that the work of the team is relevant to organizational goals (centrality).
Demonstrate that team can respond to urgent organizational goals (criticality).
Provide unique services to other teams.
Increase the complexity of the task.
Copyright © 2010 John Wiley & Sons, Inc.

18. What are the key sources of power and influence?
Enhance likeability
with consistently open, and honest interpersonal behaviors.
Show mutual respect.
Enhance political savvy by learning ways to negotiate, persuade
Understand goals and means that others accept.
Build expertise
thru advanced training and education.
Participate in professional associations, and project involvement.
Copyright © 2010 John Wiley & Sons, Inc.

19. In your experience
Which personal power would you likely use to request a promotion?
Coalition
Rational persuasion
Expertise
Copyright © 2010 John Wiley & Sons, Inc.

20. What are the key sources of power and influence?
Ways that managers increase the visibility of their job performance
Expanding contacts with senior people.
Making oral presentations of written work.
Participating in problem-solving task forces.
Sending out notices of accomplishment.
Seeking opportunities to increase name recognition.
Copyright © 2010 John Wiley & Sons, Inc.

21. What are the key sources of power and influence?
Controlling decision premises
Defining a problem in terms of your own expertise in solving it.
Stating goals and needs clearly and bargaining effectively.
Copyright © 2010 John Wiley & Sons, Inc.

22. What are the key sources of power and influence?
Strengthening influence techniques through:
Reason - use facts, be logical.
Friendliness - use positive feedback, good will.
Coalition - share information and resources.
Bargaining - reciprocally exchange benefits.
Assertiveness - be direct.
Higher authority – get management’s support.
Sanctions – organizational rewards/punishments.
Copyright © 2010 John Wiley & Sons, Inc.

23. What is empowerment? Empowerment
The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work.
Sharing of power is key in today’s collaborative work groups and self-managing teams.
Copyright © 2010 John Wiley & Sons, Inc.

24. What is empowerment? Changing position power
Moving power down the hierarchy alters the existing pattern of position power.
Changing this pattern raises the following important questions:
Can “empowered” individuals give rewards and sanctions based on task accomplishment?
Has their new right to act been legitimized with formal authority?
Copyright © 2010 John Wiley & Sons, Inc.

25. What is empowerment? Expanding the power pie
The key is to change from a view stressing power over others to one emphasizing the use of power to get things done.
Requires leader support, training, coaching, individual supervision and clear, re-stated definitions of roles and responsibilities.
Copyright © 2010 John Wiley & Sons, Inc.

26. What is organizational politics?
Two traditions of organizational politics:
Machiavellian – focuses on self interest and an ‘ends justifies means’ philosophy.
Necessary - viewed as an inevitable, creative compromise, resulting from differences between an individual’s and organization’s interests.
Copyright © 2010 John Wiley & Sons, Inc.

27. What is organizational politics?
Functions of politics
Overcoming personnel inadequacies of others and getting the job done.
Implement changes more effectively.
Substituting for formal authority when inaction could result in negative organizational outcomes.
Copyright © 2010 John Wiley & Sons, Inc.

28. Figure 12.3 Political payoff matrix.
Copyright © 2010 John Wiley & Sons, Inc.

29. What is organizational politics?
The Politics of Self Protection
Avoidance – not taking action due to risk of being wrong or where actions may yield a sanction.
Working to the rules
Playing dumb
Depersonalization
Stalling
Copyright © 2010 John Wiley & Sons, Inc.

30. What is organizational politics?
Redirecting accountability and responsibility
Passing the buck
Buffing (rigorous documentation)
Sending a blind
Rewriting history
Redirecting (Scapegoating, Escalating commitment)
Copyright © 2010 John Wiley & Sons, Inc.

31. What is organizational politics?
Defending turf is a common political dynamic when:
Managers seek to increase their power by expanding the jobs their groups perform.
Competing interests exist among various departments and groups.
Copyright © 2010 John Wiley & Sons, Inc.

32. What is organizational politics?
Agency theory
Suggests that public corporations can function effectively even though their managers are self-interested and do not automatically bear the full consequences of their managerial actions.
Copyright © 2010 John Wiley & Sons, Inc.

33. What is organizational politics?
Key arguments of agency theory
By protecting stockholder interests, all the interests of society are served.
Stockholders have a clear interest in greater returns.
Managers are self-interested and must be controlled.
Copyright © 2010 John Wiley & Sons, Inc.

34. What is organizational politics?
Types of controls instituted for agents
Pay plan incentives that align the interests of management and stockholders.
The establishment of an independent board of directors.
Active involvement of stockholders who have a large stake in the firm.
Copyright © 2010 John Wiley & Sons, Inc.

35. What is organizational politics?
Resource dependencies
The firm’s need for resources that are controlled by others.
The dependencies increase as:
Needed resources become more scarce.
Outsiders have more control over needed resources.
There are fewer substitutes for a particular type of resource controlled by a limited number of outsiders.
Copyright © 2010 John Wiley & Sons, Inc.

36. What is organizational politics?
Organizational governance
The pattern of authority, influence, and acceptable managerial behavior established at the top of the organization.
Copyright © 2010 John Wiley & Sons, Inc.