POWER AND POLITICS. POWER n n THE PERCEIVED ABILITY TO INFLUENCE BEHAVIOR, ATTITUDES, AND OUTCOMES

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.