Kekuasaan dan Politik

Chapter 14

Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009

Learning Objectives– Understand the difference between power and authority

– Describe five interpersonal power bases

– Discuss how subunits within an organization acquire and use power

– Identify impression management tactics

– Identify the reasons perceived authority can influence a person’s behavior

Personal Power of Great Leaders• Great leaders make things happen by utilizing

four types of personal power– Communicating their visions to others– Overcoming resistance to change– Mobilizing resources in the required direction– Managing their own ambitions so they don’t lose

perspective

Personal Power of Great Leaders• Power is a pervasive part of organizational life

– Getting things done requires it

• A person’s ability to use or react to power is determined by– Understanding power– Knowing how and when to use it– Being able to anticipate its effects

Power and Authority• Power

– The ability to get others to do what one wants them to do

– Involves a relationship between two or more people– Cannot be forced on people

Power and Authority• Power sharing

– Unless some power is shared, productivity, quality, and customer satisfaction won’t be maximized

– Takes time to implement

Power and Authority• Authority

– The formal power a person holds because of his or her position in the organizational hierarchy

• Characteristics– It is vested in a person’s position– It is accepted by subordinates– It is used from the top down in an organization

Bases of Power

Interpersonal

Structural

Situational

Interpersonal Power• Legitimate A person’s ability to influence

others by being in a morepowerful position

• Reward A person’s ability to rewardthe behavior of others

• Coercive Capability to punish followersfor noncompliance

• Expert The power to influence others based on special expertise

• Referent Power based on charisma

Need for Power (nPow)• A desire to influence others

– Strong action, by giving help or advice, or by controlling someone

– Action that produces emotion in others– A concern for reputation

Structural and Situational Power• Organizational structure creates formal power

and authority– Specifies individuals to perform specific jobs and make

certain decisions

• Other forms of structural power exist because of– Resources– Decision-making power– Information power

Resource Power• Individuals have open channels to resources

– Resources are allocated downward– Limited resources and labor cause a

dependency relationship

• To ensure compliance with goals– Resources are allocated on the basis

of performance and compliance

• To improve performance– Lower-level managers must have adequate power and

resources to control their destinies

Decision-Making Power• The degree to which individuals or subunits can

affect decision making– It determines their level of power

• A person or subunit with decision making power can influence

– How decision-making occurs– What alternatives are considered– When a decision is made

Information Power• Having access to relevant and important

information gives power– Information is the basis for making effective decisions– Those who possess the information

have power

• A person’s power may be weakened by sharing too much information

Upward Flow of PowerA person exerting power upward has

personal power, but no authority

Manipulative Persuasion

A person’s direct attempt to disguise the true persuasion objective

The hidden agenda ploy

Manipulative Persuasion

A person’s direct attempt to disguise the true persuasion objective

The hidden agenda ploy

Manipulation

The form of influence in which both the objective and the attempt are concealed

Manipulation

The form of influence in which both the objective and the attempt are concealed

Interdepartmental Power• Strategic contingency

– An event or activity that is important to accomplishing organizational goals

– Focuses on subunit power

• The power differential between subunits is influenced by the…– Ability to cope with uncertainty– Centrality of the subunit– Substitutability of the subunit

Interdepartmental Power

Coping withuncertaintyCoping withuncertainty

CentralityCentrality

SubstitutabilitySubstitutability

Power acquiredby subunit and powerdifferentials

Power acquiredby subunit and powerdifferentials

Preventing market share decline by product development

Providing accurate future-based predictions

Absorbing problems from other units

Being in an urgent or immediacy position

Located at center of work flow

Possessing needed skills or expertise

Possessing only talents that are available to complete job

Coping With Uncertainty• Copying with uncertainty activities

– Prevention– Information– Absorption

Centrality• Subunits most central to the flow of work acquire

power– A subunit that can affect other subunits has some

degree of centrality and power

• A subunit also possesses power if its activities have a more immediate impact than those of other subunits– The higher the pervasiveness and immediacy of the

work flow of a subunit, the greater its power

Substitutability• Refers to other subunits’ ability to perform

activities of a particular subunit– The lower the substitutability of a subunit, the greater its

power– A subunit can increase its power by assuming

responsibility for activities critical to the organization

Obedience to Authority• Exercising power in an authoritative way isn’t the

only way power can be exerted– Power is often exerted by individuals who have only

minimum or no actual power– An individual may be able to influence others simply

because he or she is perceived to have power

Potential Strategies and Tactics• Individuals and subunits continually

engage in political behavior– Outside the legitimate, recognized power system– Designed to benefit an individual or subunit, often at the

expense of the organization– Intentional and designed to acquire and maintain power

• Political behavior often sidetracks the formal power that exists in an organization

Potential Strategies and Tactics• Common political tactics

– Rule evasion: evading the organization’s formal procedures.

– Personal-political: using friendships to facilitate or inhibit processes and procedures.

– Educational: attempting to persuade others to think like a particular subunit.

– Organizational: attempting to change the formal or informal interaction patterns between subunits

Impression Management• Behaviors individuals use to…

– Preserve their self-image– Influence the ways in

which others perceive them– Create a favorable impression

with important others in the workplace

Impression Management Tactics

Self-Presentation• Smiling• Making eye contact• Positive tone of

voice• Appropriate dress• High level of

energy

Self-Presentation• Smiling• Making eye contact• Positive tone of

voice• Appropriate dress• High level of

energy

Other-Enhancement Doing favors for others Using flattery Showing interest in

others Being an active listener Agreeing with others’

opinions

Other-Enhancement Doing favors for others Using flattery Showing interest in

others Being an active listener Agreeing with others’

opinions

Playing Politics• Political games

– Insurgency– Counter-insurgency– Sponsorship– Coalition-building– Line versus staff– Whistle-blowing

Ethics, Power, and Politics

Managers confront ethical dilemmas in their jobs because they frequently use power and politics to accomplish their goals.

Each manager, therefore, has an ethical responsibility.

Ethics, Power, and Politics• A manager’s behavior must satisfy certain criteria

to be considered ethical– Utilitarian Outcomes– Individual Rights– Distributive Justice

Ethics, Power, and Politics

• Utilitarian Outcomes– The manager’s behavior results in the optimal

satisfaction of people both inside and outside the organization

– It results in the greatest good for the greatest number of people

Ethics, Power, and Politics• Individual Rights

– The manager’s behavior respects the basic human rights of all affected parties

• Free consent• Free speech• Freedom of conscience• Privacy• Due process

Ethics, Power, and Politics

• Distributive Justice– The manager’s behavior respects the rules of justice– It treats people equitable and fairly,

not arbitrarily