power, influence and politics

Power, Politics, Power, Politics, and Influenceand Influence

Fundamentals of Fundamentals of Organizational Behavior 2eOrganizational Behavior 2e

Andrew J. DuBrinAndrew J. DuBrin

PowerPoint Presentation by Rogelio R. Corpuz M.M.E

PowerPoint Presentation by Rogelio R. Corpuz M.M.E

ChapterChapter1111

A. J. DuBrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 11–2

Learning ObjectivesLearning Objectives

1.1. Identify sources of power for individuals and Identify sources of power for individuals and subunits in organizations.subunits in organizations.

2.2. Describe the essence of empowerment.Describe the essence of empowerment.

3.3. Pinpoint factors contributing to organizational Pinpoint factors contributing to organizational politics.politics.

4.4. Identify and describe a variety of political and Identify and describe a variety of political and influence tactics.influence tactics.

5.5. Explain how managers can control dysfunctional Explain how managers can control dysfunctional politics.politics.

6.6. Differentiate between the ethical and unethical use Differentiate between the ethical and unethical use of power, politics, and influence.of power, politics, and influence.


The Meaning of Power, Politics, and The Meaning of Power, Politics, and InfluenceInfluence PowerPower Is the potential or ability to influence decisions and control Is the potential or ability to influence decisions and control

resources.resources.

Organizational politicsOrganizational politics Is the informal approaches to gaining power through means Is the informal approaches to gaining power through means

other than merit or luck.other than merit or luck.

InfluenceInfluence Resembles power, but tends to be more subtle and indirect.Resembles power, but tends to be more subtle and indirect.


Sources of Individual and Subunit Sources of Individual and Subunit PowerPower Socialized PowerSocialized Power Is the use of power to achieve Is the use of power to achieve

constructive ends.constructive ends.

Personalized PowerPersonalized Power Is the use of power primarily Is the use of power primarily

for the sake of personal for the sake of personal aggrandizement aggrandizement

and gainand gain..


Sources of Individual and Subunit Sources of Individual and Subunit PowerPowerPower Granted by the OrganizationPower Granted by the Organization(Position Power)(Position Power) Legitimate power is based on the manager’s formal position Legitimate power is based on the manager’s formal position

within the hierarchy of the firm.within the hierarchy of the firm. Power is enhanced by establishing polices and procedures Power is enhanced by establishing polices and procedures

that increase the scope of the position’s control.that increase the scope of the position’s control. Coercive power is controlling others Coercive power is controlling others

through the fear of punishment.through the fear of punishment. To be effective, employees To be effective, employees

must fear the punishment.must fear the punishment. Reward power is controlling Reward power is controlling

others through rewards or others through rewards or the promise of rewardsthe promise of rewards..


Sources of Individual and Subunit Sources of Individual and Subunit PowerPowerPower Stemming from the IndividualPower Stemming from the Individual(Personal Power)(Personal Power) Expert power is the ability to influence others because of Expert power is the ability to influence others because of

one’s specialized knowledge, skills, or abilities.one’s specialized knowledge, skills, or abilities. Referent power is the ability Referent power is the ability to influence others that stems to influence others that stems

from one’s desirable traits from one’s desirable traits and characteristicsand characteristics..


Sources of Individual and Subunit Sources of Individual and Subunit PowerPower

Power from Providing ResourcesPower from Providing Resources Resource Dependence PerspectiveResource Dependence Perspective

Subunits or individuals within an Subunits or individuals within an organization who control or provide organization who control or provide

the resources that the organization the resources that the organization needs on a continuing basis can needs on a continuing basis can

become quite powerful.become quite powerful. Control of resources equals Control of resources equals

power for managerspower for managers..


Empowerment of Group MembersEmpowerment of Group Members

EmpowermentEmpowerment Is the process of sharing power with group members, Is the process of sharing power with group members,

thereby enhancing their feelings of self-efficacy.thereby enhancing their feelings of self-efficacy. Strategic benefits of distributing power:Strategic benefits of distributing power:

Improved productivity, quality, and satisfactionImproved productivity, quality, and satisfaction Keys for the transition to effective empowerment:Keys for the transition to effective empowerment:

Sharing information Sharing information Providing more structure (training and support)Providing more structure (training and support) Gradually replacing traditional organizational structureGradually replacing traditional organizational structure Allowing individuals and teams to determine how to Allowing individuals and teams to determine how to

achieve objectivesachieve objectives Above all, trusting in employees to do the Above all, trusting in employees to do the right thingright thing


Organizational Organizational factorsfactors

SupervisionSupervision

Reward systemReward system

Nature of jobNature of job

Organizational Organizational factorsfactors

SupervisionSupervision

Reward systemReward system

Nature of jobNature of job

Participative Participative managementmanagement

Goal settingGoal setting

Feedback Feedback systemsystem

ModelingModeling

Contingent/Contingent/competence-competence-based rewardbased reward

Job enrichmentJob enrichment

Participative Participative managementmanagement

Goal settingGoal setting

Feedback Feedback systemsystem

ModelingModeling

Contingent/Contingent/competence-competence-based rewardbased reward

Job enrichmentJob enrichment

Enactive Enactive attainmentattainment

Vicarious Vicarious experienceexperience

Verbal Verbal persuasionpersuasion

Emotional Emotional arousalarousal

Enactive Enactive attainmentattainment

Vicarious Vicarious experienceexperience

Verbal Verbal persuasionpersuasion

Emotional Emotional arousalarousal

Strengthening Strengthening of effort—of effort—

performanceperformanceexpectancy orexpectancy orbelief in belief in

personal personal efficacyefficacy

Strengthening Strengthening of effort—of effort—

performanceperformanceexpectancy orexpectancy orbelief in belief in

personal personal efficacyefficacy

Initiation/ Initiation/ persistencepersistence

of behaviorof behaviorto accomplish to accomplish task objectivestask objectives

Initiation/ Initiation/ persistencepersistence

of behaviorof behaviorto accomplish to accomplish task objectivestask objectives

Remove Remove conditions conditions listed under listed under Stage 1Stage 1

Remove Remove conditions conditions listed under listed under Stage 1Stage 1

Stage 1Stage 1

Conditions leading Conditions leading to a psychological to a psychological state of state of powerlessnesspowerlessness

Stage 2Stage 2

The use of The use of managerial managerial strategies and strategies and techniquestechniques

Stage 3Stage 3To provide self-To provide self-efficacy efficacy information to information to subordinates, subordinates, using four using four resourcesresources

Stage 4Stage 4

Results in Results in empowering empowering experience of experience of subordinatesubordinate

Stage 5Stage 5

Leading to Leading to behavioral behavioral effectseffects

andand

Five Stages in the Process of Five Stages in the Process of EmpowermentEmpowerment

Source: Jay A. Conger and Rabindra N. Kanungo, “The Empowerment Process: Integrating Theory and Practice,” Academy of Management Review (July 1988): p.475.EXHIBITEXHIBIT

11-111-1


Signs of Empowerment and Signs of Empowerment and DisempowermentDisempowerment

Empowered EmployeesEmpowered Employees Take initiative in ambiguous situationsTake initiative in ambiguous situations Identify opportunities in ambiguous situationsIdentify opportunities in ambiguous situations Apply critical thinking skillsApply critical thinking skills Offer judgments about how decisions Offer judgments about how decisions

support shared purposesupport shared purpose Identify and act on opportunities to Identify and act on opportunities to

improve systemsimprove systems Optimize resources by reducing Optimize resources by reducing

expenses and finding opportunities expenses and finding opportunities to invest in new resourcesto invest in new resources


Signs of Empowerment and Signs of Empowerment and DisempowermentDisempowerment

Disempowered EmployeesDisempowered Employees Wait for a designated authority to take chargeWait for a designated authority to take charge Address problem but fail to see opportunityAddress problem but fail to see opportunity Accept decisions without questioningAccept decisions without questioning Discuss but not able to apply information Discuss but not able to apply information

about shared purposeabout shared purpose Attempt consensus but yield to higher Attempt consensus but yield to higher

authority when failing at consensusauthority when failing at consensus Focus on resource questions only Focus on resource questions only

when directed to do sowhen directed to do so


Factors Contributing To and Factors Contributing To and Examples of Political BehaviorExamples of Political Behavior Organizations have a political nature due to:Organizations have a political nature due to: Coalitions of interests competing for resources.Coalitions of interests competing for resources. A pyramidal power structure that concentrates A pyramidal power structure that concentrates

power at the top of the organization.power at the top of the organization. Downsizing and team structures limit Downsizing and team structures limit

upward mobility for ambitious managers upward mobility for ambitious managers with a strong need for power.with a strong need for power.

Decentralization disperses power in Decentralization disperses power in the organization.the organization.

MachiavellianMachiavellian manipulation of others manipulation of others and the organization for personal gain by some managersand the organization for personal gain by some managers..


Effective Use of Organizational Effective Use of Organizational PoliticsPoliticsEthical BehaviorsEthical Behaviors Develop power contactsDevelop power contacts Manage your impressionManage your impression Control vital informationControl vital information Keep informedKeep informed Be courteous, pleasant, Be courteous, pleasant,

and positiveand positive Ask satisfied customer to Ask satisfied customer to

contact your managercontact your manager Avoid political blundersAvoid political blunders Use flattery sincerelyUse flattery sincerely

Unethical BehaviorsUnethical Behaviors1.1. Engage in backstabbingEngage in backstabbing

2.2. Embrace-or-demolishEmbrace-or-demolish

3.3. Set a person up for failureSet a person up for failure

4.4. Play territorial games (turf Play territorial games (turf wars)wars)


Organizational Influence TacticsOrganizational Influence Tactics

1.1. Leading by exampleLeading by example

2.2. AssertivenessAssertiveness

3.3. RationalityRationality

4.4. IngratiationIngratiation

5.5. ExchangeExchange

6.6. Inspirational appeal Inspirational appeal and emotional displayand emotional display

7.7. Joking and kiddingJoking and kidding


The Control of Dysfunctional Politics The Control of Dysfunctional Politics and Ethical Considerationsand Ethical ConsiderationsExcessive politics and influence tactics can harm Excessive politics and influence tactics can harm an organization and its members.an organization and its members.

Ways to control these activities:Ways to control these activities: Rely on objective measures of performance tied to proper Rely on objective measures of performance tied to proper

and significant goals for the organization.and significant goals for the organization. Align individual goals and objectives to be congruent with Align individual goals and objectives to be congruent with

those of the organization to increase commitment and those of the organization to increase commitment and performance.performance.

Practice open communications to remove the political value Practice open communications to remove the political value of information and to increase the overall understanding of of information and to increase the overall understanding of the organization.the organization.


end of end of presentationpresentation

power, influence and politics

Business

influence

ambiguous

organizational

organizational

subunit power

group members

political

politics