1. 11/29/20151 Power and Politics in Organizations Dr. Fred Mugambi Mwirigi JKUAT 11/29/20151

2. 2 "Man is by nature a political animal." -- Aristotle 11/29/20152

3. 3 Key Points t Power and bases of power t Power tactics t Power in groups: coalition t Politics, factors contributing to political behaviours t Impression management t Ethics and politics 11/29/20153

4. 4 Politics t Power play to influence a position or assert ones influence t the interrelationships between the people, groups, or organizations in a particular area of life especially insofar as they involve power and influence or conflict t Calculated psycho-political activities t The use of tactics and strategies to gain power in a group or organization

5. 11/29/20155 A Definition of Power t Power –A capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes t Dependency –Bs relationship to A when A possesses something that B requires A B Influence Dependency 11/29/20155

6. 6 Contrasting Leadership and Power t Leadership –Focuses on goal achievement –Requires goal compatibility with followers –Focuses influence downward t Power –Used as a means for achieving goals –Requires follower dependency –Used to gain lateral and upward influence 11/29/20156

7. 7 Bases of Power: Formal Power Formal Power 1. Coercive Power –A power base dependent on fear –It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the controlling by force of basic physiological or safety needs 11/29/20157

8. 8 Formal Power contd. 1. Reward Power –The opposite of coercive power –Compliance achieved based on the ability to distribute rewards that others view as valuable 3. Legitimate Power –The power a person receives as a result of his or her position in the formal hierarchy of an organisation –In formal groups and organisations, the most frequent access power is one’s structural position. –It represents the power a person receives as a result of his/her position in the formal hierarchy. –Legitimate power, however, is broader than the power to coerce and reward. It includes acceptance of the authority of a position by members of an organisation.

9. 11/29/20159 Bases of Power: Personal Power Personal Power 4. Expert Power –Influence based on special skills or knowledge –Expertise has become a powerful source of influence as the world has become more technological. As jobs become more specialised, we become increasingly dependent on experts to achieve goals. 11/29/20159

10. 10 Personal Power contd. 5. Referent Power –Influence based on possession by an individual of desirable resources or personal traits –Its base is identification with a person who has desirable resources or personal traits. If I admire and identify with you, you can exercise power over me because I want to please you. –Develops out of admiration of another and a desire to be like that person; it is a lot like charisma. –Explains why celebrities are paid millions of dollars to endorse products in commercials.

11. 11/29/201511 The General Dependency Postulate t When you possess anything that others require but that you alone control, you make them dependent upon you and, therefore, you gain power over them. t Dependency is inversely proportional to the alternative sources of supply. t This is why most organisations develop multiple suppliers rather using just one. t It also explains why so many of us aspire to financial independence.

12. 11/29/201512 What Creates Dependency? 1. Importance –To create dependency, the thing (s) you control must be perceived as being important. 2. Scarcity –A resource needs to be perceived as scarce to create dependency. –Low-ranking members in an organisation who have important knowledge not available to high-ranking members gain power over the high-ranking members. 3. Non-substitutability –The more that a resource has no viable substitutes, the more power that control over that resource provides.

13. 11/29/201513 Power Tactics Research has identified nine distinct influence tactics: 1.Legitimacy – relying on authority position, stressing that the request is in accordance with organisational policies or rules 2.Rational persuasion - Use of facts and data to make a logical or rational presentation of ideas 3.Inspirational appeals – Developing emotional commitment by appealing to a target’s values, needs, hopes and aspirations 4.Consultation – Increasing the target’s motivation and support by involving him or her in making decisions

14. 11/29/201514 Power Tactics contd. 5. Exchange - Use of negotiation through the exchange of benefits or favours 6. Personal appeals – Asking for compliance based on friendship or loyalty 7. Ingratiation – Using flattery, praise or friendly behaviour prior to making a request 8. Pressure – Using warnings, repeated demands and threats 9. Coalitions – Enlisting the aid of other people to persuade the target

15. 11/29/201515 Factors Influencing the Choice and Effectiveness of Power Tactics t Sequencing of tactics t Skillful use of a tactic t Relative power of the tactic user t The type of request attaching to the tactic t How the request is perceived t The culture of the organisation t Country-specific cultural factors 11/29/201515

16. 11/29/201516 Power in Groups: Coalitions Coalitions: Clusters of individuals who temporarily come together to achieve a specific purpose Seek to maximise their size to attain influence Seek a broad and diverse constituency for support of their objectives Occur more frequently in organisations with high task and resource inter- dependencies Occur more frequently if tasks are standardised and routine Seek to maximise their size to attain influence Seek a broad and diverse constituency for support of their objectives Occur more frequently in organisations with high task and resource inter- dependencies Occur more frequently if tasks are standardised and routine 11/29/201516

17. 11/29/201517 Politics: Power in Action t Political behaviour –Activities that are not required as part of one’s formal role in the organisation, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organisation t Legitimate Political behaviour –Normal everyday politics t Illegitimate Political behaviour –Extreme political behaviour that violates the implied rules of the game 11/29/201517

18. 11/29/201518 Factors that Influence Political Behaviours 11/29/201518

19. 11/29/201519 Employee Responses to Organisational Politics 11/29/201519

20. 11/29/201520 Impression Management (IM) The process by which individuals attempt to control the impression/ perception others form of them IM Techniques: Conformity Excuses Apologies Self-Promotion Flattery Favours Association 11/29/201520

21. 11/29/201521 Politics and Ethics t should managers be political in their organizational management? t At what point does a political mind become a liability to the firm? t How does a manager balance between objectivity and politics to get results? 11/29/201521

22. 11/29/201522 The Ethics of Behaving Politically Three ethical decision criteria used to gauge this are: 1. Utilitarianism (self-interest versus organisational goals. Ethical actions are consistent with the organisation’s goals) 2. Rights (the rights of other parties) 3. justice (whether or not the political activity conforms to standards of equity and justice)

23. 11/29/201523 Conclusions t If you want to get things done in a group or organisation, it helps to have power. Power is maximised through others’ dependence on you. t You can increase your power by developing knowledge or skills for which there is no ready substitute. t People respond differently to power.

24. 11/29/201524 Conclusions Contd. t Because people are more likely to enthusiastically accept and commit to an individual whom they admire or whose knowledge they respect – the effective use of power should lead to higher employee motivation, performance, commitment and satisfaction. t The power of your boss plays a role in determining your job satisfaction and progression. t An effective manager accepts the political nature of his organisation and plays a professional proactive role in them t Some people are significantly more politically astute than others.

25. 11/29/201525 Conclusions Contd. t Those who are good at playing politics can be expected to get higher performance evaluations and hence larger salary increases and more promotions than the politically naïve t The politically astute/smart are also likely to exhibit higher job satisfaction. t Employees with poor political skills or those unwilling to play the ‘game’ are likely to play ‘victim’ are likely to have lower job satisfaction levels and lower performance levels.

26. 11/29/201526 Thank you