1. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter 9 Power and Politics

2. 10 - 2 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Power and Authority  Power – ability to get others to do what one wants them to do.  Authority – formal power that a person holds because of his or her position in the organizational hierarchy.

3. 10 - 3 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Authority has the following characteristics:  It is vested in a person’s position.  It is accepted by subordinates.  It is used vertically and flows from the top down in the hierarchy of an organization.

4. 10 - 4 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. The Bases of Power Interpersonal Structural Situational

5. 10 - 5 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Interpersonal Power  Legitimate Power – a person’s ability to influence others by being in a more powerful position.  Reward Power – a person’s ability to reward the behavior of others.  Coercive Power – capability to punish non- compliance of followers.  Expert Power – the power to influence others based on special expertise.  Referent Power – power based on charisma due to personality or style of behavior.

6. 10 - 6 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McClelland’s Need for Power (n Pow)  Need for power – desire to have an impact on others.  This impact may be shown by: Strong action, by giving help or advice, by controlling someone. Strong action, by giving help or advice, by controlling someone. Action that produces emotion in others. Action that produces emotion in others. A concern for reputation. A concern for reputation.

7. 10 - 7 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Structural and Situational Power Resources Decision-Making Power Information Power

8. 10 - 8 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Upward Flow of Power Manipulative Persuasion  A person’s direct attempt to disguise the true persuasion objective.  The hidden agenda ploy. Manipulative Persuasion  A person’s direct attempt to disguise the true persuasion objective.  The hidden agenda ploy. Manipulation  The form of influence in which both the objective and the attempt are concealed. Manipulation

9. 10 - 9 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Interdepartmental Power  Strategic contingency theory focuses on subunit power.  Strategic contingency – event or activity of crucial importance to completing a project or accomplishing a goal.  The power differential between subunits is influenced by the: Ability to cope with uncertainty Ability to cope with uncertainty Centrality of the subunit Centrality of the subunit Substitutability of the subunit Substitutability of the subunit

10. 10 - 10 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Coping with uncertainty uncertainty CentralityCentrality SubstitutabilitySubstitutability Poweracquired by subunit and power differentialsPoweracquired by subunit and power differentials Preventing market share decline by product development Providing accurate future-based predictions Absorbing problems from other units Being in an urgent or immediacy position Located at center of work flow Possessing needed skills or expertise Possessing only talents that are available to complete job A Strategic Contingency Model of Subunit Power

11. 10 - 11 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. The Illusion of Power  Exercising power in an authoritative way isn’t the only way power can be exerted.  Power is often exerted by individuals who have only minimum or no actual power.  An individual may be able to significantly influence others simply because he or she is perceived to have power.

12. 10 - 12 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Political Strategies and Tactics  Individuals and subunits continually engage in political behavior. This is: Behavior that is usually outside the legitimate, recognized power system. Behavior that is usually outside the legitimate, recognized power system. Behavior that is designed to benefit an individual or subunit, often at the expense of the organization. Behavior that is designed to benefit an individual or subunit, often at the expense of the organization. Behavior that is intentional and is designed to acquire and maintain power. Behavior that is intentional and is designed to acquire and maintain power.  As a result of political behavior, the formal power that exists in an organization is often sidetracked.

13. 10 - 13 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Impression Management  Impression management – behaviors individuals use to preserve their self-image and/or influence the ways in which others perceive them.  Individuals attempt to control information about themselves so as to create a favorable impression with important others in the workplace.

14. 10 - 14 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Impression Management Tactics Self-Presentation  Smiling  Making eye contact  Positive tone of voice  Appropriate dress  High level of energy Self-Presentation  Smiling  Making eye contact  Positive tone of voice  Appropriate dress  High level of energy Other-Enhancement  Doing favors for others  Using flattery  Showing interest in others  Being an active listener  Agreeing with others’ opinions Other-Enhancement  Doing favors for others  Using flattery  Showing interest in others  Being an active listener  Agreeing with others’ opinions

15. 10 - 15 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Political Games  Insurgency Game  Counterinsurgency Game  Sponsorship Game  Coalition-Building Game  Line versus Staff Game  Whistle-Blowing Game

16. 10 - 16 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Managers confront ethical dilemmas in their jobs because they frequently use power and politics to accomplish their goals. Each manager, therefore, has an ethical responsibility.

17. 10 - 17 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. A manager’s behavior must satisfy certain criteria to be considered ethical:  Utilitarian Outcomes The manager’s behavior results in the optimal satisfaction of people both inside and outside the organization. The manager’s behavior results in the optimal satisfaction of people both inside and outside the organization. It results in the greatest good for the greatest number of people. It results in the greatest good for the greatest number of people.

18. 10 - 18 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Ethical Criteria (continued)  Individual Rights The manager’s behavior respects the rights of all affected parties. The manager’s behavior respects the rights of all affected parties. It respects basic human rights of It respects basic human rights of  free consent  free speech  freedom of conscience  privacy  due process

19. 10 - 19 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Ethical Criteria (continued)  Distributive Justice The manager’s behavior respects the rules of justice. The manager’s behavior respects the rules of justice. It treats people equitably and fairly, not arbitrarily. It treats people equitably and fairly, not arbitrarily.