Organizational Behaviour Chapter 14

7/31/2019 Organizational Behaviour Chapter 14

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Chapter

POWER AND POLITICS


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A Definition of Power

Power The capacity that A has to influence

the behavior of B so that B acts inaccordance with As wishes

Exists as a potential or fully actualizedinfluence over a dependentrelationship

Dependency

Bs relationship to A when A possessessomething that B requires

The greater B's dependence, the morepower A has

AB


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-

Dependence, in turn, is based on alternatives that Bperceives and the importance that B places on thealternative(s) that A controls.

- A person can have power over you only if he or shecontrols something you desire.


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Contrasting Leadership and Power

Leadership

Focuses on goalachievement

Requires goal

compatibility withfollowers

Focuses influencedownward

Research Focus Leadership styles and

relationships withfollowers

Power

Used as a means forachieving goals

Requires follower

dependency Used to gain lateral

and upward influence

Research Focus Power tactics for

gaining compliance

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Bases of Power: Formal Power

Formal Power

Established by an individuals position in anorganization

Three bases:

1. Coercive Power

A power base dependent on fear of negative results

2. Reward Power Compliance achieved based on the ability to

distribute rewards that others view as valuable

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Bases of Power: Formal Power

3. Legitimate Power The power a person receives as a

result of his or her position in theformal hierarchy of anorganization.

4. Information Power Power that comes from access to

and control over information.


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Bases of Power: Personal Power

Power that comes from an individuals uniquecharacteristics these are the most effective

1. Expert Power

Influence based on special skills orknowledge

2. Referent Power

Influence based on possession by anindividual of desirable resources or personaltraits

3. Charismatic Power It is really an individuals personality and

interpersonal style. They are able to exertinfluence over others because of thestrength of their heroic qualities.

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Dependency: The Key to Power

The General Dependency Postulate The greater Bs dependency on A, the greater the

power A has over B

Possession/control of scarce organizational resources

that others need makes a manager powerfulAccess to optional resources (e.g., multiple suppliers)

reduces the resource holders power

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What Creates Dependency

Dependency increases when resources are:1. Importance of the resource to the organization

To create dependency, the thing(s) you controlmust be perceived as being important.

Organizations actively seek to avoid uncertainty.

Therefore, those individuals or groups who canabsorb an organizations uncertainty will beperceived as controlling an important resource.


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2. Scarcity of the resource

Low-ranking members in an organization who have

important knowledge not available to high-rankingmembers gain power over the high-rankingmembers.

Individuals in occupations in which the supply ofpersonnel is low relative to demand can negotiate

compensation and benefit packages, which are farmore attractive than can those in occupations wherethere is an abundance of candidates.

3. Nonsubstitutability of the resource The more that a resource has no viable substitutes,

the more power that control over that resourceprovides.


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Power Tactics

Power Tactics Ways in which individuals translate power bases into

specific actions

Nine influence tactics:

Legitimacy Rational persuasion*

Inspirational appeals*

Consultation*

Exchange

Personal appeals

Ingratiation

Pressure

Coalitions

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* Most effective

(Pressure is the least effective)


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Preferred Power Tactics by Influence Direction

Upward Influence DownwardInfluence

Lateral Influence

Rational persuasion Rational persuasion Rational persuasion

Inspirational appeals Consultation

Pressure Ingratiation

Consultation Exchange

Ingratiation Legitimacy

Exchange Personal appeals

Legitimacy Coalitions

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Use of Power Tactics: From Most to Least Popular


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Factors Influencing the Choice and Effectiveness of

Power Tactics

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Sequencing of tactics Softer to harder tactics

works best.

Skillful use of a tactic

Experienced users are moresuccessful.

Relative power of the tacticuser

Some tactics work betterwhen applied downward.

The type of request attachingto the tactic

Is the request legitimate?

How the request is perceived Is the request accepted

as ethical?

The culture of the

organization Culture affects users

choice of tactic

Country-specific culturalfactors

Local values favor certaintactics over others.


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Sexual Harassment: A Case of Unequal Power

Sexual Harassment:Any unwanted activity of a sexual nature that affects

an individuals employment and creates a hostile workenvironment

Overt actions, like unwanted touching, are relatively easy

to spot Subtle actions, like jokes or looks, can cross over the line

into harassment

Sexual harassment isnt about sex: it is about

abusing an unequal power relationship Harassment can damage the well-being of the

individual, work group, and organization

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Managerial Actions to Prevent Sexual Harassment

Make sure a policy against itis in place.

Ensure that employees willnot encounter retaliation ifthey file a complaint.

Investigate every complaintand include the humanresource and legaldepartments.

Make sure offenders aredisciplined or terminated.

Set up in-house seminarsand training.

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Power In Groups: COALITION

Seek to maximize theirsize to attain influence.

Seek a broad and diverseconstituency for support

of their objectives.

Occur more frequently inorganizations with hightask and resource

interdependencies. Occur more frequently if

tasks are standardizedand routine.

Coalitions

Clusters of individuals who temporarilycome together to achieve a specificpurpose.

Those out of power and seeking to

be in will first try to increase theirpower individually.


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Politics: Power in Action

Political Behavior

Activities that are not required as part of ones formalrole in the organization, but that influence, or attempt toinfluence, the distribution of advantages or disadvantageswithin the organization

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Key Elements:1. It is outside ones specified job requirements.

2. It encompasses efforts to influence the goals, criteria, or

processes used for decision-making.

3. It includes such varied activities as withholding keyinformation from decision makers, whistle blowing,spreading rumors, leaking confidential information, etc.


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Legitimate Political Behavior

It refers to normal everyday politicscomplaining to yoursupervisor, bypassing the chain of command, formingcoalitions, etc.

Illegitimate political behaviors

It refers to one that violate the implied rules of thegame, such as sabotage, whistle blowing, and symbolicprotests, etc.

The vast majority of all organizational political actions arelegitimate. The extreme illegitimate forms of politicalbehavior pose a very real risk of loss of organizationalmembership or extreme sanction.


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The Reality of Politics

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Organizations are made up of individuals and groups with

different values, goals, and interests. This sets up thepotential for conflict over resources.

The most important factor leading to politics withinorganizations is the realization that most of the factsthat are used to allocate the limited resources are open tointerpretation.

a. What is good performance?

b. Whats an adequate improvement?

c. What constitutes an unsatisfactory job?

Most managerial decisions take place in the large andambiguous middle ground of organizational life.

Therefore people within organizations will use whateverinfluence they can to taint the facts to support their goals

and interests.


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Politics Is in the Eye of the Beholder


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Causes and Consequences of Political Behavior

Factors that Influence Political Behavior

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Employee Responses to Organizational Politics

Most employees have low to modest willingness to play

politics and have the following reactions to politics:

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Defensive Behaviors

Employees who perceive politics as a threat have

defensive reactions

May be helpful in the short run, dangerous in the long run

Types of defensive behaviors

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Avoiding Action:

Overconforming

Buck passing

Playing dumb Stretching

Stalling

Avoiding Blame:

Buffing

Playing safe

Justifying Scapegoating

Misrepresenting

Avoiding Change:

Prevention

Self-protection


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Impression Management (IM)

The process by which individuals attempt to control theimpression others form of them

We know that people have an ongoing interest in howothers perceive and evaluate them.

Being perceived positively by others should have benefits

for people in organizations. IM Techniques

Conformity

Excuses

Apologies

Self-Promotion

Flattery

Favors

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IM Effectiveness

Job Interview Success

IM does work and most people use it

Self-promotion techniques are important

Ingratiation is of secondary importance

Performance Evaluations Ingratiation is positively related to ratings

Self-promotion tends to backfire

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High self-monitors (to adjust his or her behavior to external,

situational factors)are good at reading situations and moldingtheir appearances and behavior to fit each situation.

Interviewers felt that those applicants for a position as acustomer service representative who used IM techniquesperformed better in the interview, and the interviewers seemed

somewhat more inclined to hire these people. The researchers compared IM techniques that focused the

conversation on themselves (called a controlling style) withtechniques that focused on the interviewer (referred to as asubmissive style).

Those applicants who used the controlling style wererated higher by interviewers on factors such asmotivation, enthusiasm, and even technical skills, andthey received more job offers.


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The Ethics of Behaving Politically

It is difficulty to tell ethical from unethical politicking

Three questions help:

1. What is the utility of engaging in the behavior?

2. Does the utility balance out any harm done by the action?

3. Does the action conform to standards of equity and justice? Answers can be skewed toward either viewpoint

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Is Political Action Ethical?

Utilitarianism Rights Justice

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Organizational Behaviour Chapter 14