1. Gholipour A. 2011. Organizational Behavior. University of Tehran.

2. Organizational Behavior: Power and Politics Power and Politics Gholipour A. 2011. Organizational Behavior. University of Tehran.

3. The Meaning of Power Power is the capacity of a person, team, or organization to influence others. –The potential to influence others –People have power they don’t use and may not know they possess –Power requires one person’s perception of dependence on another person. Gholipour A. 2011. Organizational Behavior. University of Tehran.

5. Power and Dependence PersonA B’s Goals Person B Person B’s counter power over Person A Person A’s power over Person B Gholipour A. 2011. Organizational Behavior. University of Tehran.

6. Influence ability of the Target of Power 1.Dependency 2.Uncertainty 3.Personality 4.Intelligence 5.Gender 6.Age 7.Culture Gholipour A. 2011. Organizational Behavior. University of Tehran.

7. Concept of Power Zone of Indifference - the range in which attempts to influence a person will be perceived as legitimate & will be acted on without a great deal of thought Zone of Indifference Managers strive to expand the zone of indifference Gholipour A. 2011. Organizational Behavior. University of Tehran.

8. Sources of Power in Organizations Power over Others Legitimate Power Reward Power Coercive Power Expert Power Referent Power Contingencies Of Power SubstitutabilitySubstitutability ScarcityScarcity CentralityCentrality ImportanceImportance VisibilityVisibility Gholipour A. 2011. Organizational Behavior. University of Tehran.

9. Five Bases of Power Formal Power 1.Reward power: Promising or granting rewards. 2.Coercive power: Threats or actual punishment. 3.Legitimate power: Based on position or formal authority. Personal Power 1.Expert power: Sharing of knowledge or information. 2.Referent power: Power of one’s personality (charisma). Gholipour A. 2011. Organizational Behavior. University of Tehran.

10. Legitimate Sources of Power Agreement that people in certain roles can request certain behaviours of others Based on job descriptions and mutual agreement Legitimate power range (zone of indifference) is higher: –In high power distance cultures –In companies with particular organizational cultures Gholipour A. 2011. Organizational Behavior. University of Tehran.

11. Legitimate Sources of Power Ability to control the allocation of rewards valued by others and to remove negative sanctions Operates upward as well as downward Reward Gholipour A. 2011. Organizational Behavior. University of Tehran.

12. Legitimate Sources of Power Ability to apply punishment Exists upward as well as downward Peer pressure is a form of coercive power Reward Coercive Gholipour A. 2011. Organizational Behavior. University of Tehran.

13. Legitimate Sources of Power The capacity to influence others by possessing knowledge or skills that they value More employee expert power over companies in knowledge economy Reward Coercive Expert Gholipour A. 2011. Organizational Behavior. University of Tehran.

14. Legitimate Sources of Power Occurs when others identify with, like, or otherwise respect the person Associated with charismatic leadership Reward Coercive Expert Referent Gholipour A. 2011. Organizational Behavior. University of Tehran.

15. Consequences of Power Commitment Reward Power Legitimate Power Coercive Power Expert Power Referent Power Resistance Compliance Sources of Power Consequences of Power Harry S TrumanHarry S Truman: Whenever you have an efficient government you have a dictatorship. Eugene McCarthyEugene McCarthy: The only thing that saves us from the bureaucracy is inefficiency. An efficient bureaucracy is the greatest threat to liberty. Gholipour A. 2011. Organizational Behavior. University of Tehran.

16. Information and Power Control over information flow –Based on legitimate power –Relates to formal communication network –Common in centralized structures (wheel pattern) Coping with uncertainty –Those who know how to cope with organizational uncertainties gain power Prevention Forecasting Absorption Gholipour A. 2011. Organizational Behavior. University of Tehran.

17. Sexual Harassment and Power Harasser stereotypes the victim as subservient and powerless Harasser threatens job security or safety through coercive or legitimate power Hostile work environment harassment continues when the victim lacks power to stop the behavior Gholipour A. 2011. Organizational Behavior. University of Tehran.

18. Nine Generic Influence Tactics  Rational persuasion. Trying to convince someone with reason, logic, or facts (Upward, Downward, Lareral)..  Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.  Consultation. Getting others to participate in planning, making decisions, and changes.  Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery. Gholipour A. 2011. Organizational Behavior. University of Tehran.

19. Nine Generic Influence Tactics  Personal appeals. Referring to friendship and loyalty when making a request. ‘ Exchange. Making express or implied promises and trading favors. ’ Coalition tactics. Getting others to support your effort to persuade someone. “ Pressure. Demanding compliance or using intimidation or threats. ” Legitimating tactics. Basing a request on one’s authority or right, organizational rules or polices, or express or implied support from superiors Gholipour A. 2011. Organizational Behavior. University of Tehran.

20. Steve Jobs’ Reality Distortion Field Steve Jobs, CEO of Apple Computer and Pixar Animation Studios, is famous for influencing people through his persuasiveness, which draws them into his “reality distortion field.” Gholipour A. 2011. Organizational Behavior. University of Tehran.

21. Contingencies of Influence Tactics “Soft” tactics generally more acceptable Appropriate influence tactic depends on: –Organizational position –Influencer’s power base –Cultural values and expectations –Age cohort Gender differences Gholipour A. 2011. Organizational Behavior. University of Tehran.

22. Consequences of Influence Tactics people oppose the behaviour desired by the influencer motivated by external sources (rewards) to implement request identify with and highly motivated to implement request ResistanceComplianceCommitment Gholipour A. 2011. Organizational Behavior. University of Tehran.

23. Skills and Best Practices: How to Turn Your Coworkers into Strategic Allies 1.Mutual respect. 2.Openness. 3.Trust. 4.Mutual benefit. Gholipour A. 2011. Organizational Behavior. University of Tehran.

24. The Evolution of Power in Organization Domination Consultation Delegation Participation Gholipour A. 2011. Organizational Behavior. University of Tehran.

25. Psychological Empowerment (Spreitzer and Mishra) 1.Meaningfulness 2.Competence or Self efficasy 3.Impact 4.Self determining 5.Trust. Gholipour A. 2011. Organizational Behavior. University of Tehran.

26. Organizational Politics “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.” Gholipour A. 2011. Organizational Behavior. University of Tehran.

27. Political Tactics: 1.Attacking or blaming others. 2.Using information as a political tool 3.Creating a favorable image. 4.Developing a base of support. 5.Praising others (ingratiation). 6.Forming power coalitions with strong allies. 7.Associating with influential people. 8.Creating obligations (reciprocity). Gholipour A. 2011. Organizational Behavior. University of Tehran.

28. WorldCom Politics Former WorldCom CEO Bernard Ebbers (left), CFO Scott Sullivan (right), and other executives perpetrated one of the largest cases of accounting fraud in history by using assertiveness, information control, and other influence practices as political tactics to protect their financial interests. Gholipour A. 2011. Organizational Behavior. University of Tehran.

29. Manager’s Feelings About Workplace Politics Statement 1.The experience of workplace politics is common in most organizations. 2.Successful executives must be good politicians. 3.The higher you go in organizations, the more political the climate becomes. 4.Powerful executives don’t act politically. 5.You have to be political to get ahead in organizations. 6.Top management should try to get rid of politics in organizations. 7.Politics helps organizations function effectively. 8.Organizations free of politics are happier than those where there is a lot of politics. 9.Politics in organizations is detrimental to efficiency. % Agreeing 1.93.2 2.89.0 3.76.2 4.15.7 5.69.8 6.48.6 7.42.1 8.59.1 9.55.1 Gholipour A. 2011. Organizational Behavior. University of Tehran.

30. PoliticsIs in the Eye of the Beholder Politics Is in the Eye of the Beholder “Political” Label “Effective Management” Label 1. Blaming others vs. Fixing responsibility 2. “Kissing up” vs. Developing working relationships 3. Apple polishing vs. Demonstrating loyalty 4. Passing the buck vs. Delegating authority 5. Covering your rear vs. Documenting decisions 6. Creating conflict vs. Encouraging change and innovation 7. Forming coalitions vs. Facilitating teamwork 8. Whistle blowing vs. Improving efficiency 9. Scheming vs. Planning ahead 10. Overachieving vs. Competent and capable 11. Ambitious vs. Career-minded 12. Opportunistic vs. Astute 13. Cunning vs. Practical-minded 14. Arrogant vs. Confident 15. Perfectionist vs. Attentive to detail Gholipour A. 2011. Organizational Behavior. University of Tehran.

31. Factors Contributing to Political Behavior Individual Factors Authoritarian (Machiavellianism) Self-Monitoring High-risk propensity Internal locus of control High need for power, status, security, or autonomy Organizational Factors Competition Level in Organization Low trust Role ambiguity and Counternorms Unclear evaluation systems Zero-sum allocations Democratic decision making High performance pressures Self-serving senior managers Gholipour A. 2011. Organizational Behavior. University of Tehran.

32. Employee Responses to Organizational Politics Gholipour A. 2011. Organizational Behavior. University of Tehran.

33. Controlling Political Behavior 1.Provide Sufficient Resources 2.Introduce Clear Rules 3.Free Flowing Information 4.Manage Change Effectively 5.Remove Political Norms 6.Hire Low-Politics Employees 7.Increase Opportunities for Dialogue 8.Peer Pressure Against Politics Gholipour A. 2011. Organizational Behavior. University of Tehran.

34. Practical Tips for Managing Organizational Politics 1.Don’t close your eyes to politics. 2.Reduce System Uncertainty and Ambiguity. 3.Reduce Competition 4.Break Existing Political Fiefdoms 5.Prevent Future Fiefdoms 6.Challenge political behaviors. 7.Walk the talk. 8.Recognize that others may interpret your behaviors as political, even if you really weren’t being political. 9.Reduce your own and others’ vulnerability to political behaviors. Gholipour A. 2011. Organizational Behavior. University of Tehran.

35. Defensive Behaviors Avoiding Action : Over conforming Buck passing Playing dumb Stretching and smoothing Stalling Avoiding Action : Over conforming Buck passing Playing dumb Stretching and smoothing Stalling Avoiding Blame : Buffing Playing safe Justifying Scapegoating Misrepresenting escalation of commitment Avoiding Blame : Buffing Playing safe Justifying Scapegoating Misrepresenting escalation of commitment Avoiding Change : Prevention (resisting change) Self-protection Avoiding Change : Prevention (resisting change) Self-protection Gholipour A. 2011. Organizational Behavior. University of Tehran.

36. Political Antics Top the “Most Unethical List”: Survey Results Gender discrimination in recruitment or hiring Arrangements with vendors leading to personal gain Nonperformance factors used in appraisals Gender discrimination in compensation Not maintaining confidentiality Using discipline inconsistently Gender discrimination in promotion Sexual harassment Allowing differences in pay due to friendships Hiring, training, or promoting based on favouritism 05101520253035 Situation (22.6) (23.1) (23.5) (25.8) (26.4) (26.9) (28.4) (30.7) Potentially political behaviours Gholipour A. 2011. Organizational Behavior. University of Tehran.

37. Ethical Guidelines for Political Behavior Question 1 Is the action motivated by self-serving interests which exclude the goals of the organization? Question 2 Does the political action respect individual rights? Question 3 Is the political activity fair and equitable? Yes No Yes No Yes No Unethical Ethical Gholipour A. 2011. Organizational Behavior. University of Tehran.

38. Impression Management Impression management: “The process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas.” Impression management is behavior that people direct toward others to create and maintain desired perceptions of themselves. The most prominent type of impression management behavior is self-presentation, which involves the manipulation of information about oneself. Self-presentation can be verbal or nonverbal or involve display of artifacts. There are at least eight types of verbal self-presentations. Gholipour A. 2011. Organizational Behavior. University of Tehran.

39. IMTechniques or Verbal Self- Presentational Behaviors IM Techniques or Verbal Self- Presentational Behaviors Verbal Self- Presentation Self- Descriptions Association Opinion Conformity ExcuseApologies Acclaiming Flattery Favors Gholipour A. 2011. Organizational Behavior. University of Tehran.

40. Poor Impression Management Four Motive of Poor Impression 1.Avoidance 2.Obtain 3.Exit 4.Power Unfavorable Upward Impression Management Tactics 1.Decreasing Performance 2.Not Working to Potential 3.Withdrawing 4.Displaying a Bad Attitude 5.Broadcasting Limitations Gholipour A. 2011. Organizational Behavior. University of Tehran.