1. Power, Politics, and Influence
Chapter 11
Fundamentals of Organizational Behavior 2e Andrew J. DuBrin
PowerPoint Presentation by Charlie Cook

2. Learning Objectives
Identify sources of power for individuals and subunits in organizations.
Describe the essence of empowerment.
Pinpoint factors contributing to organizational politics.
Identify and describe a variety of political and influence tactics.
Explain how managers can control dysfunctional politics.
Differentiate between the ethical and unethical use of power, politics, and influence.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

3. The Meaning of Power, Politics, and Influence
Is the potential or ability to influence decisions and control resources.
Organizational politics
Is the informal approaches to gaining power through means other than merit or luck.
Influence
Resembles power, but tends to be more subtle and indirect.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

4. Sources of Individual and Subunit Power
Socialized Power
Is the use of power to achieve constructive ends.
Personalized Power
Is the use of power primarily for the sake of personal aggrandizement and gain.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

5. Sources of Individual and Subunit Power
Power Granted by the Organization (Position Power)
Legitimate power is based on the manager’s formal position within the hierarchy of the firm.
Power is enhanced by establishing polices and procedures that increase the scope of the position’s control.
Coercive power is controlling others through the fear of punishment.
To be effective, employees must fear the punishment.
Reward power is controlling others through rewards or the promise of rewards.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

6. Sources of Individual and Subunit Power
Power Stemming from the Individual (Personal Power)
Expert power is the ability to influence others because of one’s specialized knowledge, skills, or abilities.
Referent power is the ability to influence others that stems from one’s desirable traits and characteristics.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

7. Sources of Individual and Subunit Power
Power from Providing Resources
Resource Dependence Perspective
Subunits or individuals within an organization who control or provide the resources that the organization needs on a continuing basis can become quite powerful.
Control of resources equals power for managers.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

8. Empowerment of Group Members
Is the process of sharing power with group members, thereby enhancing their feelings of self-efficacy.
Strategic benefits of distributing power:
Improved productivity, quality, and satisfaction
Keys for the transition to effective empowerment:
Sharing information
Providing more structure (training and support)
Gradually replacing traditional organizational structure
Allowing individuals and teams to determine how to achieve objectives
Above all, trusting in employees to do the right thing
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

9. Five Stages in the Process of Empowerment
Conditions leading to a psychological state of powerlessness
Stage 2
The use of managerial strategies and techniques
Stage 3
To provide self-efficacy information to subordinates, using four resources
Stage 4
Results in empowering experience of subordinate
Stage 5
Leading to behavioral effects
Organizational factors
Supervision
Reward system
Nature of job
Participative management
Goal setting
Feedback system
Modeling
Contingent/ competence- based reward
Job enrichment
Enactive attainment
Vicarious experience
Verbal persuasion
Emotional arousal
Strengthening of effort— performance expectancy or belief in personal efficacy
Initiation/ persistence of behavior to accomplish task objectives
and
Remove conditions listed under Stage 1
Source: Jay A. Conger and Rabindra N. Kanungo, “The Empowerment Process: Integrating Theory and Practice,” Academy of Management Review (July 1988): p.475.
EXHIBIT
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A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

10. Signs of Empowerment and Disempowerment
Empowered Employees
Take initiative in ambiguous situations
Identify opportunities in ambiguous situations
Apply critical thinking skills
Offer judgments about how decisions support shared purpose
Identify and act on opportunities to improve systems
Optimize resources by reducing expenses and finding opportunities to invest in new resources
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

11. Signs of Empowerment and Disempowerment
Disempowered Employees
Wait for a designated authority to take charge
Address problem but fail to see opportunity
Accept decisions without questioning
Discuss but not able to apply information about shared purpose
Attempt consensus but yield to higher authority when failing at consensus
Focus on resource questions only when directed to do so
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

12. Factors Contributing To and Examples of Political Behavior
Organizations have a political nature due to:
Coalitions of interests competing for resources.
A pyramidal power structure that concentrates power at the top of the organization.
Downsizing and team structures limit upward mobility for ambitious managers with a strong need for power.
Decentralization disperses power in the organization.
Machiavellian manipulation of others and the organization for personal gain by some managers.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

13. Effective Use of Organizational Politics
Ethical Behaviors
Develop power contacts
Manage your impression
Control vital information
Keep informed
Be courteous, pleasant, and positive
Ask satisfied customer to contact your manager
Avoid political blunders
Use flattery sincerely
Unethical Behaviors
Engage in backstabbing
Embrace-or-demolish
Set a person up for failure
Play territorial games (turf wars)
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

14. Organizational Influence Tactics
Leading by example
Assertiveness
Rationality
Ingratiation
Exchange
Inspirational appeal and emotional display
Joking and kidding
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.

15. The Control of Dysfunctional Politics and Ethical Considerations
Excessive politics and influence tactics can harm an organization and its members.
Ways to control these activities:
Rely on objective measures of performance tied to proper and significant goals for the organization.
Align individual goals and objectives to be congruent with those of the organization to increase commitment and performance.
Practice open communications to remove the political value of information and to increase the overall understanding of the organization.
A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western.