power and politics. power n n the perceived ability to influence behavior, attitudes, and outcomes
TRANSCRIPT
POWER POWER AND AND
POLITICSPOLITICS
POWERPOWER THE PERCEIVED ABILITY TO INFLUENCE BEHAVIOR, ATTITUDES,
AND OUTCOMES
POWER Resides NOT in the individual but in
the relationship of the person to her environment
Expressed by other’s behavior in response to
your exercise of power
Organizational Power
LegitimateResources
Interdependence
Interpersonal PowerReward
PunishmentExpertiseReferent
PowerInfluence
Over Others
ModeratorsChoice of InfluenceStrategy
Power of Other Party
InterpersonInterpersonalal
POWERPOWER
Reward power Punishment power Expert Referent
Reward Power
Extent to which a manager can use extrinsic and intrinsic rewards to control other
people.
InterpersonInterpersonal POWERal POWER
InterpersonalInterpersonal POWER POWER
RewardReward
Currencies MoneyMoney PraisePraise PromotionPromotion Work ShiftsWork Shifts TrainingTraining
ResponsesResponses ExchangesExchanges Harder WorkHarder Work Praise for Praise for
supervisorsupervisor LoyaltyLoyalty
Extent to which a manager can threaten punishment or
deny desired rewards
InterpersonaInterpersonall
POWERPOWER
PunishmentPunishment
Currencies Fines Docking Pay Rejection of self or ideas Sanctions Pressure
InterpersonaInterpersonal l
POWERPOWERPunishmentPunishment
Responses Generates Fear Sabotage Revenge
Must be Applied Contingently -- Based On
Behavior
Interpersonal Interpersonal POWERPOWER
Rewards Rewards & Coercion& Coercion
Interpersonal Interpersonal POWERPOWER
ExpertExpert
Extent to which a manager possesses knowledge,
experience, or judgment that the other person does
not have but needs
Interpersonal Interpersonal POWERPOWER
ExpertExpert
Currencies Holding/
Withholding of Information
Consultation
Responses Unquestioned
Obedience Reluctant
compliance Challenging
Interpersonal Interpersonal POWERPOWER
ReferentReferent
Extent to which a manager possesses personality that
captures attention, hearts and imaginations of people
Interpersonal Interpersonal POWERPOWER
ReferentReferent
Currencies Charisma Ingratiation Friendliness Inspirational Appeal
Responses Unquestioned
Obedience Modeling
OrganizationalOrganizationalPowerPower
Legitimate Knowledge Task
Interdependence Resources
Control
Organizational Organizational POWERPOWER
LegitimateLegitimate
Extent to which a manager can or is perceived to have a
“right of command” to control behavior of others.
OrganizationOrganizational POWERal POWER
LegitimateLegitimateCurrencies Ordering Personal
Support/Backing Organizationally
Sanctioned Rewards/ Punishment
Responses Unquestioned
Obedience Reluctant
compliance Challenging
Acceptance of Authority
There are strong tendencies among individuals to follow the instructions of
the boss. Direct defiance within organizational settings is quite rare.
If the tendency to follow instructions is great and defiance is rare, then why do so many organizations appear to drift
into apparent chaos?
Zone of Zone of IndifferenceIndifference A zone of indifference is the range of
authoritative requests to which a subordinate is willing to respond without
subjecting the directives to critical evaluation or judgment.
Directives falling within the zone are obeyed.
Acceptance of Authority
“consent of the governed”
The subordinate can and must: Understand the directive; Feel mentally and physically capable of carrying
out the directive; Perceive directive is not inconsistent with the
purpose of the organization; Perceive directive is not inconsistent with his or
her personal interests.
INDICATORS: A MANAGER'S
LEGITIMATE POWER Intercedes favorably on behalf of employee
Gets items on (and off) the agenda
Gets fast access to top decision makers
Maintains frequent contact with top decision makers
Gets early information about decisions
Eliminates road blocks or bottlenecks for subordinates
Organizational Organizational POWERPOWER
Task Task InterdependenceInterdependence
Occurs When Two or More Employees Must Depend On
Each Other to Complete Assigned Tasks
Organizational POWEROrganizational POWER
Resource Resource InterdependenceInterdependence
The firm’s or manager’s need
for resources that are controlled by
others
Reasons For Reasons For Interdependence PowerInterdependence Power
Needed resources become more scarce
Outsiders have more control over needed resources
Fewer substitutes for a particular type of resource controlled by a limited number of outsiders
Common Common
OrganizationalOrganizational
CurrenciesCurrencies
Organizational CurrenciesOrganizational CurrenciesTraded in Exchange Traded in Exchange
ProcessProcess Resources Assistance Cooperation Information Advancement Recognition Network/Contacts Personal Support/Backing
Common Common Influence Influence TacticsTactics
Common Influence Common Influence StrategiesStrategies
Reason Using facts and data to support a logical argument
Common Influence Common Influence StrategiesStrategiesFriendliness
Using flattery, goodwill, and
favorable impressions
Common Influence Common Influence StrategiesStrategies
Ingratiation
Use of friendship for a specific
purpose
Common Common Influence Influence StrategiesStrategies
Coalition Using
relationships with other people for
support
Common Influence Common Influence StrategiesStrategies : :
Bargaining Using the
exchange of benefits as a basis
for negotiation
Common Influence Common Influence StrategiesStrategies
Assertiveness Using a direct and forceful personal
approach.
Common Influence Common Influence StrategiesStrategies
Higher Authority
Gaining higher level support for one’s requests.
Common Influence Common Influence StrategiesStrategies
IngratiationAttempts to create a a
favorable mood before making a request
Common Influence Common Influence StrategiesStrategies
Sanctions Using
organizationally derived punishments.
Common Influence Common Influence StrategiesStrategies
RewardsUsing organizationally
derived rewards as well as personal
rewards
Common Influence Common Influence StrategiesStrategies
Pressure
Uses time, information,
and resource control
Common Influence Common Influence StrategiesStrategies
ConsultationUses involvement to
co-opt others into
going along with a specific plan
Common Influence Common Influence StrategiesStrategies
Rational PersuasionUses logical arguments
and factual evidence
Common Common Influence Influence StrategiesStrategies
Inspirational
AppealAppeal to values,ideals or
aspirations to arouse enthusiasm
Common Common Influence Influence StrategiesStrategies
ExchangeOffer an exchange of
favors, share of benefits or promise to
reciprocate at later time.
ORGANIZATIONAL ORGANIZATIONAL POLITICSPOLITICS
ORGANIZATIONAL ORGANIZATIONAL POLITICSPOLITICS
The use of nonsanctioned influence tactics to promote self interests.
Positive Aspects OfPositive Aspects Of POLITICS in NegotiationsPOLITICS in Negotiations
Overcome personnel inadequacies, coping with change, and substituting for formal authority.
Circumvents inadequacies and gets the job done.
Facilitates adaptation to changes in the environment and technology of an organization.
Positive Aspects OfPositive Aspects Of POLITICS in NegotiationsPOLITICS in Negotiations
Quicker than restructuring With Power breakdowns, political
actions can be used to prevent a loss
of influence. Maintains task continuity when
formal authority has failed
Self Protection AgainstSelf Protection Against POLITICS in NegotiationsPOLITICS in Negotiations
Avoidance Redirection Buffering Defending Your Turf Championing
AvoidanceAvoidance Used when employee
can not risk being wrong or where actions
may yield a sanction. Most common reaction
is to “work to the rules.”
RedirectionRedirection “Passing the buck” is a
common method employees and managers use.
Trick is to define a task so it becomes someone else’s formal responsibility.
Rigorous documentation Rigorous documentation
to rewrite history. to rewrite history. If a program or project is successful, the If a program or project is successful, the
manager claims to have been an early manager claims to have been an early supporter. supporter.
If a program fails, the manager claims to be the If a program fails, the manager claims to be the one who expressed serious reservations in the one who expressed serious reservations in the first place. first place.
Buffering
ChampionsChampions Identifying a powerful champion who
wishes to promote the project helps circumvent organizational politics
May use as his or her “silver bullet” to also promote themselves and their legitimacy
Defending TurfDefending Turf Organizations are collections of competing
interests that are held by various departments and groups.
Expanding Influence may encroach on activities of other groups.
Managers may attempt to expand the jobs their groups perform.