power and politics 2009 (1)

8/8/2019 Power and Politics 2009 (1)

1/23

Change Mgt

1

Power and politics


2/23

Robbins (1987)

Authority is the right to act orcommand others to actauthority goes with the job.

Power .. An individuals

capacity to influencedecisions Politics is the efforts of

organisational members tomobilise support for oragainst policies, rules, goals,or other decisions politics,therefore is the essentially theexercise of power.

Change Mgt 2


3/23

Pfeffer (1981) says:

Change Mgt

3

Politics involves those activities undertaken withinorganisations to acquire, develop, and use

power and other resources to obtain ones

preferred outcome in a situation where there isuncertainty or a lack of consensus about choices.

This is often a source of conflict.


4/23

Text book Chapter 8:

y Organisations can be thought of as a collection ofconstituencies each pursuing their own interests;

y A political arena for self-interests;

y Change offers the opportunity for some to change thestatus quo to their benefit - for others it will upsettheir power base;

y Change managers must therefore first identify thesestakeholders and their perceptions, and then managethese perceptions towards the change goal andoutcome.

Change Mgt

4


5/23

Remember:

y Conflict isnt always bad!y It is intended to obstruct another's goals but y Can be constructiveAs an agent for change;

As an agent for evolution; Can produce better ideas; Can force new approaches; Brings long-standing problems to the surface; Clarifies individual views; Stimulates interest and creativity; Gives people a chance to test their capacities.

Change Mgt 5


6/23

But:

Change Mgt

6

y Conflict can also:

Mean some people feel

defeated and demoralised;

Increase the distance between people; Develop a climate of mistrust and suspicion;

Individuals and groups concentrate on their own (narrow)interests;

Resistance can be enhanced; Employee turnover can increase.


7/23

The sources of conflict:

Change Mgt

7

y Differences in perception: Different views of the real world;

y Limited resources: Eg lack of budget; the more limited the more conflict and exercise of power;

y Departmentalism and specialism: Lack of co-operation and thus walls are built (see cultural pathologies)

y The nature of work activities: Dependence on others for your work to be completed satisfactorily;

y Role conflict: Inappropriate role definition can lead to inappropriate behaviour;

y Inequitable treatment: Eg in personnel activities such as rewards and promotions;

y Violation of territory: Attachment to own areas of work or rooms or parking space or

y Environmental change: External influences can mean a shift in the requirements for resources and thus

conflict.


8/23

Power and politics

Change Mgt

8

y Organisations have many different interestgroups: collections of people with different goals and

ambitions; legitimate Vs personal power (organisational role Vs

how other people view the holder).

y Coalitions form to align interests of groups withand against each other:

y Competition exists between rival groups: overt - wrangling, conflict;

covert - e.g. information withheld, massaged.


9/23

Change Mgt

9

y Control of valued resourcesmeans control of particular

power ...


10/23

Management can offer:

Change Mgt

10

y Rewards;

y Capacity to enforce discipline throughpsychological or material punishment;

y Management have legitimate power through theirformal authority.

BUT

y Charisma gives leaders power over subordinates;y Expert power is exercised by those with specialised

knowledge or technical skill.


11/23

Management - a dominant interest group

Change Mgt

11

y Considerable power to shape direction anddecisions

y but

interest groups can withhold information, goods orservices

by threat or in reality the partof my job I enjoyedthe mostwas matching

doctor with (secretary).. I was in charge ofthe girls andth

e doctors frequen

tly gave me gif

ts. If a doc

tor failed

toreward me, he was assigned a girl less competent. If a

girl defied me I assignedherto a doctorthatshe didntlike(Lerner 1994)


12/23

Types of Power:(see Flood and Jackson 1991)

Unitary Control Pluralist Open

Summary We all agreewhat to do

This is what wedo

We do our bestto agree what

to do and stickwith it

We need to getsome

agreement sothat we cantake action, butit will beprovisional

Change Mgt

12


13/23

Types of relationship

Unitary Control Pluralist Open

Communality ofinterest

Share Do not share Basic compatibility May well bepartial

Values and

beliefs

Highly

compatible

Likely to conflict Diverge to some

extent

Divergence may

be significantwith conflict

Ends and Means Largely agreed Not agreed,compromise notpossible

Not agree butcompromisepossible

Provisionalcompromisesubject tochange

Decision-making

All participate Require some toaccept

All participate All participatebut some havemore influence

Objectives Act inaccordance

No agreementpossible

Act in accordance May not beagreed butaction agreed bynegotiationChange Mgt

13


14/23

Political ploys:

Change Mgt

14

y Reason: Information used selectively to mount apparently logical arguments;

y Friendliness: Creating goodwill prior to making request;

y Coalition:

Joining forces to increase own influence;y Bargaining:

Exchanging benefits and favours;

y Assertiveness: Being forceful and demanding compliance;

y Higher Authority: Gaining support of superiors;

y Sanctions: Promise of rewards or threats of sanctions.


15/23

Common Tactics:

Change Mgt

15

y Controlling information flowto ensure rightmessage gets through;

y Selecting the success criteria against which thechange will be measured to favour the particular point

of view;y Using outside experts to prove credibility or to

deflect opposition;y Controlling the agenda at key meetings and

ensuring the discussion doesnt go outside the

parameters you set;y Using group pressure to ensure cooperation.


16/23

Consultation Vs Negotiation for decision-making

Change Mgt

16

y Negotiation It always costs you: be

prepared for give and take

No-one has complete controlover process everyone hasequal status

The outcome is uncertain

You want the people oppositeto be strong and in a position

to deliver

y Consultation It need not cost you: the

decision is in your hands soyou can go back to square one

You can control the process

The outcome is uncertain buton your terms

The strength of others is notcentral you look for wisdom

not ability to deliver


17/23

Decision making, information managementand irrationality

Change Mgt

17

y Constraints on time/money which reduce thesearch for alternatives;

y Political competition between groups which may

lead to the suppression of relevant information;y Distortion of information

due to Chinese Whispers

effect or vested interests.


18/23

Knowledge Power:

Change Mgt

18

y When an individual in a group or organisationcontrols unique information and when thatinformation is needed to make a decision, the

individual has knowledge-based power.y May be biased or selective use of that information;

y Often related to expert power.


19/23

Value of tacit knowledge

Change Mgt

19

y High individual value and high corporate value =selective sharing that which brings reward butnot that which might assist others.

y High individual value and low corporate value =knowledge hoarding, learn from others but not

share.

y Low individual value and high corporate value =

information sharing for the benefit of others.y Low individual value and low corporate value =

random sharing when requested but notvolunteering.


20/23

Power tactics (Buchanan and Badham, 1999)

Change Mgt

20

y Image building: To enhance standing;

y Selective information: Withhold unfavourable;

y Scapegoating:

Blame someone else;y Formal alliances:

Join the strong;

y Networking: Make friends with those in power;

y Compromise: Give up unimportant points to win on the important;

y Rule manipulation: Interpret rules selectively in your favour;

y Others: Dirty tricks; undermine others expertise; play one group off against other;

get others to take the rap and start the conflagration.


21/23

Pfeffers 7 step programme to manage with power:

Change Mgt

21

1. Decide what you want to accomplish.

2. Diagnose patterns of dependence andinterdependence who is reliant on whom; who

is influential.3. Find out their points of view.

4. Discover the power bases.

5. Develop your power bases.

6. Evaluate the most appropriate strategy andtactics for the situation to gain control;

7. Choose a course of action.


22/23


23/23

To summarise:

Change Mgt

23

y Create an environment of trust and shared commitment;y Involve staff in decisions that affect them;y Staff should participate at the earliest stage;y Team management create and develop the co=-operative

spirit and through shared involvement participativemanagement style;y Design a personnel management action programme to

review selection, recruitment, training, development ofnew skills etc.;

y

Introduce suitable incentives tangible or not as required;y Change the work organisation to balance the

sociotechnical system new working arrangements shouldsatisfy needs and expectations;

y People are the key factor!

power and politics 2009 (1)

Documents