1. 12-1 Power and Politics Sias International University May 21, 2012 Chapter 14 Essentials of Organizational Behavior, 8/e Stephen P. Robbins

2. 12-2 After studying this chapter, you should be able to: 1.Contrast leadership and power 2.Describe the five bases of power 3.Explain which bases of power are most effective 4.List and define nine influence tactics 5.Distinguish between use and effectiveness of influence tactics

3. 12-3 After studying this chapter, you should be able to: 6.List the individual and organizational factors that stimulate political behavior 7.Explain how defensive behaviors can protect an individual’s self-interest 8.Identify seven techniques for managing the impression one makes on others 9.List the three questions that can help determine if a political action is ethical

4. 12-4 Power Refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes Two facets:  Its potential need not be actualized to be effective  It requires a dependency relationship

5. 12-5 Leadership and Power Leaders use power as a way to attain group goals, and power is a means for facilitating their achievement How they differ:  Goal compatibility  Direction of influence  Research emphasis

6. 12-6 Bases of Power Formal  Coercive - One reacts to this power out of fear of the negative results that might occur if one failed to comply  Reward - People comply with the wishes or directives of another because doing so produces positive benefits  Legitimate - represents the formal authority to control and use organizational resources

7. 12-7 Bases of Power Personal  Expert - influence wielded as a result of expertise, special skill, or knowledge  Referent - based on identification with a person who has desirable resources or personal traits

8. 12-8 Which Power Bases are Most Effective? Personal sources of power are most effective Expert and referent power are positively related to performance and commitment Reward and legitimate power are unrelated Coercive power is negatively related to employee satisfaction and commitment

9. 12-9 Power Tactics 1.Legitimacy 2.Rational persuasion 3.Inspirational appeals 4.Consultation 5.Exchange 6.Personal appeals 7.Ingratiation 8.Pressure 9.Coalitions

10. 12-10 Effectiveness of Power Tactics Rational persuasion, inspirational appeals and consultation are most effective Pressure is least effective Using more than one compatible tactic at the same time or sequentially increases chance of success “Softer” tactics work better than “harder” tactics

11. 12-11 Coalitions An informal group bound together by the active pursuit of a single issue Coalitions in organization often seek to maximize their size More coalitions will likely be created when there is a great deal of task and resource interdependence The more routine the task of a group, the greater likelihood that coalitions will form

12. Unequal Power Sexual harassment: Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment  Unwanted physical touching  Unwanted looks or comments  Off-color jokes  Sexual images or artifacts  Recurring requests for a date when the other person is not interested  Coercive threats of losing your job if you don’t grant a sexual favor 12-12

13. 12-13 Political Behavior Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization

14. 12-14 Factors That Influence Political Behavior Individual factors:  High self-monitors  Internal locus of control  High need for power  Large investment in the organization  More perceived job alternatives  High expectations of success

15. 12-15 Factors Contributing to Political Behavior Organizational factors:  Existing pattern of resources is changing  Opportunity for promotion  Subjective performance criteria  Low trust  Role ambiguity  Zero-sum reward allocation practices  High pressures for performance  Politicking by top management

16. 12-16 How Do People Respond to Organizational Politics? For most people with modest political skills or who are unwilling to play the politics game, outcomes are negative, including low job satisfaction, increased anxiety and stress, feeling of losing ground to politickers, quitting and demotivation Moderated by individual’s understanding of who makes decisions and why they were selected When perceived as a threat, people respond with defensive behaviors

17. 12-17 Defensive Behaviors

18. 12-18 Impression Management (IM) The process by which individuals attempt to control the impression others form of them Techniques include:  Conformity  Excuses  Apologies  Self-promotion  Flattery  Favors  Association

19. 12-19 Impression Management Interview success – when used in interviews it works; self-promotion and ingratiation work well Performance Evaluations – ingratiation works well but self-promotion does not

20. 12-20 The Ethics of Behaving Politically Questions to consider:  What is the usefulness of engaging in the behavior?  How does the usefulness of engaging in the political behavior balance out any harm it will do to others?  Does the political activity conform to standards of equity and justice?

21. 12-21 Implications for Managers Accept the political nature of organizations Increase power by:  Acquire the bases of power that are most useful (expert, referent)  Use the power tactics that are most effective (consultation, inspirational appeal)  Avoid tactics that tend to backfire (coercion)

22. 12-22 Summary 1.Contrasted leadership and power 2.Described the five bases of power 3.Explained which bases of power are most effective 4.Listed and defined nine influence tactics 5.Distinguished between use and effectiveness of influence tactics

23. 12-23 Summary 6.Listed the individual and organizational factors that stimulate political behavior 7.Explained how defensive behaviors can protect an individual’s self-interest 8.Identified seven techniques for managing the impression one makes on others 9.Listed the three questions that can help determine if a political action is ethical