1. Organizational Power and Politics

2. Suggested topics Describe a time when you had to deal with “organizational politics”. Describe a time when you had to deal with “organizational politics”. Describe a situation where you saw evidence of power or influence being used in an organization Describe a situation where you saw evidence of power or influence being used in an organization Describe a time when someone influenced you to act a particular way or do a particular thing that you would not of otherwise done. Describe a time when someone influenced you to act a particular way or do a particular thing that you would not of otherwise done.

3. Power and Politics Power: The ability of one person or group to cause another person or group to do something that they otherwise might not have done. Power: The ability of one person or group to cause another person or group to do something that they otherwise might not have done. Organizational Politics: Activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests. Organizational Politics: Activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests.

4. Leadership Requires goal agreement Focuses on downward influence Minimizes importance of lateral and upward influence Leadership research focuses on answers Power Does not require goal acceptance Focuses on intimidation Maximizes importance of lateral and upward influence Power focuses on tactics for gaining compliance Leadership and Power

5. Definition A “four letter word”? A “four letter word”? Influence? Influence? Control over others? Control over others? Being able to get things done? Being able to get things done? ?????? ??????

6. The Dark Side of Power and Politics Power and politics often have negative connotations because people associate them with attempts to use organizational resources for personal advantage and to achieve personal goals at the expense of other goals.

7. The Bright Side Managers can use power to control people and other resources so that they cooperate and help to achieve an organization’s current goals. Managers can use power to control people and other resources so that they cooperate and help to achieve an organization’s current goals. Managers can use power to engage in politics and influence the decision-making process to help promote new, more appropriate organizational goals. Managers can use power to engage in politics and influence the decision-making process to help promote new, more appropriate organizational goals.

8. Southland Times, New Zealand 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

9. The goal? Overcome feelings of powerlessness Overcome feelings of powerlessness Convert power effectively into interpersonal influences in ways that avoid the abuse of power Convert power effectively into interpersonal influences in ways that avoid the abuse of power

10. Empowerment: To empower yourself To facilitate the empowerment of others To empower yourself To facilitate the empowerment of others

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12. Sources of Individual Power Formal individual power is the power that stems from a person’s position in an organization’s hierarchy. Informal individual power is the power that stems from personal characteristics.

13. Sources of Formal Power Legitimate: The power to control and use organizational resources to accomplish organizational goals. Legitimate: The power to control and use organizational resources to accomplish organizational goals. Reward: The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates. Reward: The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates. Coercive: The power to give or withhold punishment, such as suspension, termination, or even the withholding of praise and goodwill. Coercive: The power to give or withhold punishment, such as suspension, termination, or even the withholding of praise and goodwill. Information: The power that stems from access to and control over information. Information: The power that stems from access to and control over information.

14. Sources of Informal Power Expert: Informal power that stems from superior ability or expertise. Expert: Informal power that stems from superior ability or expertise. Referent: Informal power that stems from being liked, admired, and respected. Referent: Informal power that stems from being liked, admired, and respected. Charismatic: An intense form of referent power that stems from an individual’s personality or physical or other abilities, which induce others to believe in and follow that person. Charismatic: An intense form of referent power that stems from an individual’s personality or physical or other abilities, which induce others to believe in and follow that person.

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17. Relationship Among Social Influence, Power, and Politics Organizational politics Use of power for personal interests Capacity to exert influence Social influence Unsuccessful Successful Power

18. Power and Dependence Person A Person B’s Goals Person B Person B’s counterpowe r over Person A Person A’s power over Person B

19. Types of Individual Power: A Summary Position Power Legitimate power Reward power Coercive power Individual Power Personal Power Referent power Expert power

20. Model of Power in Organizations Power over Others Contingencies Of Power Sources Of Power Legitimate Reward Coercive Expert Referent

21. Legitimate Power One’s structural position One’s structural position The power a person receives as a result of his or her position in the formal hierarchy of an organization The power a person receives as a result of his or her position in the formal hierarchy of an organization

22. The Limits of Legitimate Power The Caine Mutiny illustrates the limits of legitimate power in organizations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny. Archive Photos

23. Reward and Coercive Power Power that achieves compliance based on the ability to distribute rewards that others view as valuable Power that achieves compliance based on the ability to distribute rewards that others view as valuable Coercive Power: the opposite of reward power: the power that is based on fear of negative results. Coercive Power: the opposite of reward power: the power that is based on fear of negative results.

24. Sources of Power Archive Photos Legitimate Power Reward Power Coercive Power Expert Power Referent Power

25. Expert Power Influence is based on special skills or knowledge Influence is based on special skills or knowledge

26. Information and Power Control over information flow Control over information flow –Based on legitimate power –Relates to formal communication network –Common in centralized structures (wheel pattern) Coping with uncertainty Coping with uncertainty –Those who know how to cope with organizational uncertainties gain power »Prevention »Forecasting »Absorption

27. Contingencies of Power Contingencies Of Power Power over others Sources Of Power Substitutability Centrality Discretion Visibility

28. Increasing Nonsubstitutability Controlling Tasks Controlling Knowledge Differentiation Controlling Labour Increasing Nonsubstitutability

29. Commitment Consequences of Power Reward Power Legitimate Power Coercive Power Expert Power Referent Power ResistanceCompliance Sources of Power Consequences of Power

30. Organizational Politics: More Likely at the Top Extent to Which Political Activity is Likely (range 0-3) Production and blue collar Clerical and white collar Technical and professionalLowermanagementMiddlemanagementUppermanagement 1.31.21.11.0.9.8.7.6.5.4.3.2.1 Organizational Level (.18) (.50) (.54) (.73) (1.07) (1.22) Political activity is perceived to increase at higher organizational levels

31. Types of Organizational Politics Managing impressions Attacking and blaming Creating obligations Cultivating networks Types of Organizational Politics Controlling information Forming coalitions

32. Advice to Managers Recognize that power and politics influence all behavior in organizations and that it is necessary to develop the skills to be able to understand and manage them. Analyze the sources of power in the function, division, and organization in which you work to identify powerful people and the organization’s power structure. To influence organizational decision making and your chances of promotion, try to develop a personal power base to increase your visibility and individual power. Recognize that power and politics influence all behavior in organizations and that it is necessary to develop the skills to be able to understand and manage them. Analyze the sources of power in the function, division, and organization in which you work to identify powerful people and the organization’s power structure. To influence organizational decision making and your chances of promotion, try to develop a personal power base to increase your visibility and individual power.

33. Impression management Conformity: agreeing with another’s opinion to get their approval Conformity: agreeing with another’s opinion to get their approval Excuses: Explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament Excuses: Explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament Apologies: Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action Apologies: Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action Acclamations: Explanation of favourable events to maximize the desirable implications for oneself. Acclamations: Explanation of favourable events to maximize the desirable implications for oneself. Flattery: Complimenting others on their virtues in an effort to make oneself appear perceptive and likeable Flattery: Complimenting others on their virtues in an effort to make oneself appear perceptive and likeable Favours: Doing something nice for someone to gain that person’s approval Favours: Doing something nice for someone to gain that person’s approval Association: Enhancing or protecting one’s image by managing information about people and things with which one is associated. Association: Enhancing or protecting one’s image by managing information about people and things with which one is associated.

34. Types of Organizational Politics Attacking and blaming Creating obligations Cultivating networks Controlling information Forming coalitions It was John’s fault I thought you knew… We agreed that… Look who I know… You scratch my back…

35. Conditions Supporting Organizational Politics Scarce Resources Complex and Ambiguous Decisions Personal Characteristics Tolerance of Politics Conditions for Organizational Politics

36. Conditions Supporting Organizational Politics Scarce Resources Complex and Ambiguous Decisions Personal Characteristics Tolerance of Politics Conditions for Organizational Politics Deceit is appropriate Zero-sum rewards Internal locus of control Perceived alternatives? It works here Democratic decision making

37. 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 Percentage Responding with a 4 or 5 on a five-Point Scale Measuring Degree of Seriousness (where 5=“very great”) (22.6) (23.1) (23.5) (25.8) (26.4) (26.9) (28.4) (30.7) Potentially political behaviours

38. Controlling Political Behaviour Peer Pressure Against Politics Remove Political Norms Free Flowing Information Manage Change Effectively Provide Sufficient Resources Introduce Clear Rules Hire Low-Politics Employees Increase Opportunities for Dialogue

39. Factors Influencing Political Behaviour Political behaviour Low High Individual factors High self-monitors Internal locus of control High Mach Organizational investment Perceived job alternatives Expectations of success Organizational factors Reallocation of resources Promotion opportunities Low trust Role ambiguity Unclear performance evaluation system Zero-sum reward practices Democratic decision making High performance pressures Self-serving senior managers Favourable outcomes Rewards Averted punishments

40. Summary and Implications Power is a two-way street. Power is a two-way street. Few employees relish being powerless in their jobs and organization. Few employees relish being powerless in their jobs and organization. People respond differently to various power bases. People respond differently to various power bases. –Employees working under coercive managers are unlikely to be committed, –and more likely to resist the manager. Expert power is the most strongly and consistently related to effective employee performance. Expert power is the most strongly and consistently related to effective employee performance.

41. Summary and Implications The power of the manager may also play a role in determining job satisfaction. The power of the manager may also play a role in determining job satisfaction. The effective manager accepts the political nature of organizations. The effective manager accepts the political nature of organizations. The more political that employees perceive an organization, the lower their satisfaction. The more political that employees perceive an organization, the lower their satisfaction.