POWER & POLITICS

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1. Adiarti Nursasanti2. Fithriani 3. Gunadhi Abiyoga4. Aria Arifin5. Meysha Agni6. Raden Krisma Hadianto7. Shafiqah

POWER & POLITICS

POWER & POLITICS

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WHAT?WHAT?

A

B

“capacity that A has to influence the behaviour of B so B acts in accordance with A’s wishes”

The capacity or ability to direct or influence the behaviour of others or

the course of events a political process that offers people

power over their own lives-oxford dictionaries-

Dependence

POWER & POLITICS

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Between LEADERSHIP LEADERSHIP & POWER POWER

Research FocusLeadership styles and relationships with followers

Research FocusPower tactics for gaining compliance

POWER & POLITICS

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Formal PowerFormal Power

Fear of the negative results from failing to

comply

Compliance achieved based on the ability to distribute rewards that

others view as valuable

As a result of his or her position in the

formal hierarchy of an organization

Personal Power

PERSONAL POWERIS THE MOST

EFFECTIVE• Expert & referent power related to employees satisfaction• Coercive power can be negative• People wish to identify with & emulate with people in referent power

Referent power application in advertising

Dependence: The key to power

What creates dependence?

8

What is power tactics?

Translation of power into a specific action Implementation of influential power to their

bosses, coworkers, or employees

The 2 Bases of PowerFormal Power:•Coercive Power•Reward Power•Legitimate Power

Personal Power•Expert Power•Referent Power

Nine influence tactics likely to be relevant to a manager’s effectiveness

Rational Persuasion Inspirational appeal Consultation Ingratiation Exchange

Personal Appeal Coalition Legitimating Pressure

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Factors influencing power tactics Sequencing of tactics Personal skill in using the tactic Person’s relative power Type of request and how the request is

perceived Culture of the organization

SEXUAL HARRASMENT : UNEQUAL POWER IN THE

WORKPLACE

Pelecehan seksual adalah perilaku verbal dan fisik

Lain yang bersifat seksual yang tidak diharapkanSexual

Harrasment POWER

SEXUAL HARRASMENT : UNEQUAL POWER IN THE

WORKPLACE

Bentuk – bentuk pelecehan dalam organisasi :

1. Sentuhan fisik yang tidak diinginkan

2. Mengajak kencan seorang karyawati berkali –

kali tetapi ditolak.

3. Ancaman kehilangan pekerjaan bila menolak

ajakan seksual.

Bentuk pelecehan dalam organisasi dalam bentuk halus :

1. Lelucon yang mesum

2. Memasang gambar porno di tempat kerja

3. Salah penafsiran batas – batas pertemanan yang

mengakibatkan pelecehan seksual

REPORTS OF SEXUAL HARRASMENT DIFFER BY COUNTRY

Catatan tambahan buat lucu – lucuan aja :- Konsep kekuasaan menjadi inti timbulnya pelecehan- Pelecehan berasal dari supervisor, rekan kerja, bahkan

bawahan- Posisi / jabatan seseorang memberi kapasitas untuk

memberi imbalan atau memaksa (rekomendasi penyesuaian gaji dan promosi dan keputusan mempertahankan karyawan)

- Para supervisor memegang kekuasaan untuk mengendalikan sumberdaya yang oleh kebanyakan bawahan dianggap penting dan langka.

- Karena kekuasaan supervisor thdp sumberdaya, banyak / bbrp mereka yang dilecehkan dan takut berbicara karena kuatir dibalas supervisor

- Rekan kerja yang tidak punya posisi dapat juga melecehkan secera seksual teman sekerjanya.

- Wanita yang punya jabatan pun dapat dilecehkan bawahan, biasanya dari jenis kelamin. Contoh keadaan tidak berdaya, kepasifan, kurangnya komitmen karir, yang secara negatif tercermin pada wanita dalam kekuasaan tersebut.

Individual Factors :-High self-monitors-Internal Locus Of Control-High Mach-Organizational Investment-Perceived Job Alternatives-Expectations of Success

Organizational Factors-Reallocation Of Resources-Promotion Opportunities-Low Trust-Role Ambiguity-Unclear Performance

Political Behavior Low High

Favorable Outcomes- Rewards

Cause & Consequences Of Political Behavior

Factors That Influence Political Behavior

Chapter 13 – Power & Politics

Organizational Politics may

threaten employees

Decreased Job Satisfaction

Increased Anxiety & Stress

Increased Turnover

Reduced Performance

Employees Responses To Organizational Politics

Chapter 13 – Power & Politics

Cause & Consequences Of Political Behavior

Defensive Behaviour

Chapter 13 – Power & Politics

Cause & Consequences Of Political Behaviour

Defensive Behavior

Chapter 13 – Power & Politics

Cause & Consequences Of Political Behavior

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

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IM Techniques– Conformity– Favors– Excuses– Apologies– Self-Promotion– Enhancement– Flattery– Exemplification

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Job Interview Success IM does work and most people use itSelf-promotion techniques are importantIngratiation is of secondary importance

Performance EvaluationsIngratiation is positively related to ratingsSelf-promotion tends to backfire

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The Ethics of Behaving PoliticallyThe 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

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 13-23

Global ImplicationsGlobal Implications

Politics Perceptions– Negative consequences to the perception of politics seem to

be fairly widespread

Preference for Power Tactics– The choice of effective tactics is heavily dependent on the

culture of the country in which they are to be used

Effectiveness of Power Tactics– Still open to debate; too little research has been done

13-24 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Summary and Managerial ImplicationsSummary and Managerial Implications

Increase your power by having others depend on you more.

Expert and referent power are far more effective than is coercion.– Greater employee motivation, performance, commitment,

and satisfaction

– Personal power basis, not organizational

Effective managers accept the political nature of organizations.

Political astuteness and IM can result in higher evaluations, salary increases, and promotions.

13-25 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

POWER & POLITICS

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Thank You