power and politics
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12T W E L V E
Organizational PowerOrganizational Powerand Politicsand Politics
Organizational PowerOrganizational Powerand Politicsand Politics
C H A P T E R
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Suggested topicsSuggested topics
Describe a time when you had to deal with Describe a time when you had to deal with “organizational politics”.“organizational politics”.
Describe a situation where you saw Describe a situation where you saw evidence of power or influence being used evidence of power or influence being used in an organizationin an organization
Describe a time when someone influenced Describe a time when someone influenced you to act a particular way or do a particular you to act a particular way or do a particular thing that you would not of otherwise done.thing that you would not of otherwise done.
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PowerPowerEmpowermentEmpowerment
How to get itHow to get it
How to use itHow to use it
……without abusing itwithout abusing it
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DefinitionDefinition
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? ????????????
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A shifting definition…A shifting definition…
Reflects the new “reality” of organizationsReflects the new “reality” of organizations A new definition of “employee”A new definition of “employee”
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Southland Times, New Zealand
The Meaning of Power The Meaning of Power
Power is the capacity of a person, Power is the capacity of a person, team, or organization to influence team, or organization to influence others.others.
– The potential to influence othersThe potential to influence others
– People have power they don’t use People have power they don’t use and may not know they possessand may not know they possess
– Power requires one person’s Power requires one person’s perception of dependence on perception of dependence on another personanother person
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Why does having power matter?Why does having power matter?
With power you can…With power you can… Intercede favorably on behalf of someone in troubleIntercede favorably on behalf of someone in trouble Get a desirable placement for a talented subordinateGet a desirable placement for a talented subordinate Get approval for expenditures beyond the budgetGet approval for expenditures beyond the budget Get items on and off agendasGet items on and off agendas Get fast access to decision makersGet fast access to decision makers Maintain regular, frequent contact with decision Maintain regular, frequent contact with decision
makersmakers Acquire early information about decisions and policy Acquire early information about decisions and policy
shiftsshifts
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The goal?The goal?
Overcome feelings of powerlessnessOvercome feelings of powerlessness Convert power effectively into interpersonal Convert power effectively into interpersonal
influences in ways that avoid the abuse of influences in ways that avoid the abuse of powerpower
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To empower yourself
To facilitate the empowerment of others
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Relationship Among Social Influence, Power, Relationship Among Social Influence, Power, and Politicsand Politics
Organizationalpolitics
Use of power forpersonal interests
Capacity toexert influence
Social influence
Unsuccessful
Successful
Power
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Power and Dependence
PersonA
PersonB’s Goals
PersonB
Person B’s counterpower over Person
A
Person A’s power over Person B
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Types of Individual Power: A Types of Individual Power: A SummarySummary
Position Power
• Legitimate power• Reward power• Coercive power
Individual Power
Personal Power• Referent power• Expert power
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Model of Power in Organizations
Powerover Others
ContingenciesOf Power
SourcesOf Power
Legitimate
Reward
Coercive
Expert
Referent
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Legitimate PowerLegitimate Power
One’s structural positionOne’s structural position The power a person receives as a result of The power a person receives as a result of
his or her position in the formal hierarchy his or her position in the formal hierarchy of an organizationof an organization
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The Limits of Legitimate PowerThe Limits of Legitimate Power
The Caine Mutiny illustrates The Caine Mutiny illustrates
the limits of legitimate power the limits of legitimate power
in organizations. Captain in organizations. Captain
Queeg (Humphrey Bogart, Queeg (Humphrey Bogart,
seated left) asked his crew to seated left) asked his crew to
do more than they were do more than they were
willing to follow, so they willing to follow, so they
staged a mutiny.staged a mutiny.
Archive Photos
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Reward and Coercive PowerReward and Coercive Power
Power that achieves compliance based on Power that achieves compliance based on the ability to distribute rewards that others the ability to distribute rewards that others view as valuableview as valuable
Coercive Power: the opposite of reward Coercive Power: the opposite of reward power: the power that is based on fear of power: the power that is based on fear of negative results.negative results.
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Sources of Power
Archive Photos
Legitimate Power
Reward Power
Coercive Power
Expert Power
Referent Power
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Expert PowerExpert Power
Influence is based on special skills or Influence is based on special skills or knowledgeknowledge
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Referent PowerReferent Power
Influence is based on possession by an Influence is based on possession by an individual of desirable resources or personal individual of desirable resources or personal traitstraits
The desire to please…The desire to please…
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Information and PowerInformation and Power
Control over information flowControl over information flow– Based on legitimate powerBased on legitimate power– Relates to formal communication networkRelates to formal communication network– Common in centralized structures (wheel pattern)Common in centralized structures (wheel pattern)
Coping with uncertainty Coping with uncertainty – Those who know how to cope with organizational Those who know how to cope with organizational
uncertainties gain poweruncertainties gain power» PreventionPrevention» ForecastingForecasting» AbsorptionAbsorption
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Contingencies of Power
ContingenciesOf Power
Powerover others
SourcesOf Power
Substitutability
Centrality
Discretion
Visibility
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IncreasingNonsubstitutability
ControllingTasks
ControllingKnowledge
Differentiation
ControllingLabour
Increasing Nonsubstitutability
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Commitment
Consequences of Power
RewardPower
Legitimate Power
CoercivePower
ExpertPower
ReferentPower
Resistance
Compliance
Sources of Power
Consequences of Power
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Sexual Harassment and PowerSexual Harassment and Power
Harasser stereotypes the victim as subservient Harasser stereotypes the victim as subservient and powerlessand powerless
Harasser threatens job security or safety Harasser threatens job security or safety through coercive or legitimate powerthrough coercive or legitimate power
Hostile work environment harassment Hostile work environment harassment continues when the victim lacks power to stop continues when the victim lacks power to stop the behaviourthe behaviour
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Office Romance and PowerOffice Romance and Power
Co-workers believe that employees in Co-workers believe that employees in relationships abuse their power to favour relationships abuse their power to favour each other.each other.
Higher risk of sexual harassment when Higher risk of sexual harassment when relationship breaks off.relationship breaks off.
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Organizational PoliticsOrganizational Politics
Attempts to influence others Attempts to influence others using using discretionary behaviours to promote discretionary behaviours to promote personal objectivespersonal objectives– Discretionary behaviours — neither explicitly Discretionary behaviours — neither explicitly
prescribed nor prohibitedprescribed nor prohibited
Politics may be good or bad for the Politics may be good or bad for the organizationorganization
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Organizational Politics: More Likely at Organizational Politics: More Likely at the Topthe Top
Ext
ent
to W
hic
h P
olit
ical
Act
ivit
y is
Lik
ely
(ran
ge 0
-3)
Ext
ent
to W
hic
h P
olit
ical
Act
ivit
y is
Lik
ely
(ran
ge 0
-3)
Production andProduction andblue collarblue collar
Clerical andClerical andwhite collarwhite collar
Technical andTechnical andprofessionalprofessional
LowerLowermanagementmanagement
MiddleMiddlemanagementmanagement
UpperUppermanagementmanagement
1.31.3
1.21.2
1.11.1
1.01.0
.9.9
.8.8
.7.7
.6.6
.5.5
.4.4
.3.3
.2.2
.1.1
Organizational LevelOrganizational Level
(.18)(.18)
(.50)(.50)(.54)(.54)
(.73)(.73)
(1.07)(1.07)
(1.22)(1.22)Political activityis perceived to
increase at higherorganizational levels
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Types ofOrganizational
Politics
Managingimpressions
Attacking andblaming
Creatingobligations
Cultivatingnetworks
Types of Organizational Politics
Controllinginformation
Formingcoalitions
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Impression managementImpression management Conformity: agreeing with another’s opinion to get their approvalConformity: agreeing with another’s opinion to get their approval Excuses: Explanations of a predicament-creating event aimed at Excuses: Explanations of a predicament-creating event aimed at
minimizing the apparent severity of the predicamentminimizing the apparent severity of the predicament Apologies: Admitting responsibility for an undesirable event and Apologies: Admitting responsibility for an undesirable event and
simultaneously seeking to get a pardon for the actionsimultaneously seeking to get a pardon for the action Acclamations: Explanation of favourable events to maximize the Acclamations: Explanation of favourable events to maximize the
desirable implications for oneself.desirable implications for oneself. Flattery: Complimenting others on their virtues in an effort to make Flattery: Complimenting others on their virtues in an effort to make
oneself appear perceptive and likeableoneself appear perceptive and likeable Favours: Doing something nice for someone to gain that person’s Favours: Doing something nice for someone to gain that person’s
approvalapproval Association: Enhancing or protecting one’s image by managing Association: Enhancing or protecting one’s image by managing
information about people and things with which one is associated.information about people and things with which one is associated.
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Types ofOrganizational
Politics
Attacking andblaming
Creatingobligations
Cultivatingnetworks
Controllinginformation
Formingcoalitions
It was John’s fault
I thought you
knew…
We agreed that…
Look who I know…
You scratch my
back…
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ConditionsSupporting
Organizational Politics
ScarceResources
Complex andAmbiguousDecisions
PersonalCharacteristics
Tolerance ofPolitics
Conditions for Organizational Politics
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ConditionsSupporting
Organizational Politics
ScarceResources
Complex andAmbiguousDecisions
PersonalCharacteristics
Tolerance ofPolitics
Conditions for Organizational Politics
Deceit is appropriate
Zero-sum rewards
Internal locus of control
Perceived alternatives?
It works hereDemocratic
decision making
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Political Antics Top the “Most Unethical List”: Survey Results
Gender discriminationin recruitment or hiring
Arrangements with vendorsleading to personal gain
Nonperformance factorsused in appraisals
Gender discriminationin compensation
Not maintainingconfidentiality
Using disciplineinconsistently
Gender discriminationin promotion
Sexualharassment
Allowing differences in paydue to friendships
Hiring, training, or promotingbased on favouritism
0 5 10 15 20 25 30 35
Situation
Percentage Responding with a 4 or 5 on a five-Point ScaleMeasuring Degree of Seriousness (where 5=“very great”)
(22.6)
(23.1)
(23.5)
(25.8)
(26.4)
(26.9)
(26.9)
(28.4)
(30.7)
(30.7)
Potentiallypolitical
behaviours
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Controlling Political Behaviour
Peer PressureAgainst Politics
RemovePolitical Norms
Free FlowingInformation
Manage ChangeEffectively
ProvideSufficient
Resources
IntroduceClear Rules
HireLow-PoliticsEmployees
IncreaseOpportunitiesfor Dialogue