3.

Power and Politics in Organizations

The Meaning of Power

the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do (Pfeffer) Definition of Power

A capacity that A has to influence the behavior of B so that B acts in accordance with As wishes Dependency Bs relationship to A when A possesses something that B requires

Potential Power may exist but may not be imposed Power Motive Motive can be both positive and negative The need to manipulate others and (for example you want a work to be done by your subordinate which the subordinate would otherwise avoid to do) Have superiority over them

Leadership and Power Leaders use power as a means of attaining group goals Power is a means of facilitating leaders in their achievement Power does not require goal compatibility Leadership requires congruence between the goals of the leader and those of being led (For example your parents at home) Leadership focuses on downward influence on ones followers Power can have lateral or upward influence Leadership is exercised by individuals ( leadership style) Power can be used by groups as well as by individuals to control others

Influence It is the process of affecting the behavior of others The ability to persuade or sway someones thoughts or behaviors so that they match yours

Generic Influence Tactics Rational persuasion - logic Inspirational appeals - emotions Consultation - participation Ingratiation - flattery Pressure - intimidation or threats Legitimizing tactics - authority or expertise

Authority Authority legitimizes and is a source of power It is the right to command and is invested by the organization in certain individuals by virtues of position (For example HOD of a department) Power vs Authority Power refers to As ability to influence B, not As right to do so Authority represents the right to expect or secure compliance

The Classifications of Power POSITION POWER PERSONAL POWER

Position Power Coercive Power A power base dependent on fear One reacts to this power out of fear of the negative results that might occur if one failed to comply For example A will have coercive power if A can dismiss or demote B Position Power

Reward Power People comply with the wishes of another because doing so produces positive benefits One who can distribute rewards that others value will have reward power These rewards can be both intrinsic and extrinsic Position Power

Legitimate Power The power a person receives as a result of his or her position in the formal hierarchy This power stems from the fact that superior has the right to command the subordinate Legitimate power is broader than coercive and reward power since it implies acceptance of the authority of a position Example School principal Position Power

Information Power Power that comes from access to and control over information Top executives have access to any information they need about the company at all times Personal Power

Referent Power Influence based on possession by an individual of desirable resources or personal traits Referent power develops out of admiration of another and desire to be like that person Personal Power

Expert Power Influence based on special skills and knowledge As jobs are becoming more and more specialized we become increasingly dependent on experts to achieve goals For example doctors, tax accountants have expert power 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 powerful What creates Dependency

Importance of the resource to the organization If money is important to B and A can lend then A has power over B What creates Dependency

Scarcity of the resource A company which requires a resource which is not available in plenty then the owner of the resource will have power What creates Dependency

Non-substitutability of the resource A salesperson can have power by saying that the features of the product is unique The Two Faces of Power

Socialized power Directed at helping others

Personalized power Directed at helping oneself Power Tactics

Ways in which individuals translate power bases into specifications: Tactical Dimensions Reason Friendliness Coalition Assertiveness Sanctions

Power Tactics Variables that affect power tactics managers relative power more power - assertive less power - friendly, request

Variables that affect power tactics objectives of manager managers attempting to persuade new ideas - logical reasoning to obtain favor - friendliness

expectation about success when past experience shows high probability of success - simple request

culture within organization warm and relaxed culture - friendliness formal - sanction

Politics: Power in Action Political behavior Activities that are not required as part of ones formal role in the organization, but that influence the distribution of advantages and disadvantages within the organization Varied Political Behavior Withholding key information from decision makers Spreading rumors Leaking confidential information about organizational activities to the media Lobbying on behalf of or against a particular individual Politics: Power in Action

Legitimate Political behavior Normal everyday politics Illegitimate Political behavior Extreme political behavior that violates the implied rules of the game Legitimate Political behavior complaining to the superior bypassing the chain of command developing contacts outside the organization through professional activities symbolic protest - violating dress code sabotage Factors that influence Political Behaviors

Individual Factors High Self Monitor Internal Locus of Control High Mach 5

Organizational Investment Perceived Job Alternatives Expectations of Success Factors that influence Political Behaviors

High Self Monitor Employees who are high self-monitors have a high need for power High self-monitor exhibits higher levels of social conformity Individual Factors

Internal Locus of Control Individuals with an internal locus of control believe they can control their environment Thus, they attempt to manipulate situations in their favor Individual Factors

Machiavellian Personality Characterized by the will to manipulate and the desire for power Therefore, a machiavellian personality is comfortable using politics as a means to fulfill his/her self-interest Individual Factors

Organizational Investment More a person has invested in the organization (hardwork, overtime) More expectations of increased future benefits Less likely to use illegitimate means Individual Factors

Perceived Job Alternatives More alternative job opportunities due to Favorable job market Possession of scarce skills Influential contacts outside the organization

More likely he / she is to risk illegitimate political actions

Expectation of Success Low expectation of success in using illegitimate means, unlikely that he/she will attempt to do so 6

High expectation of success polished political skills Factors that influence Political Behaviors

Organizational Factors Reallocation of resources Promotion opportunities Low Trust Role ambiguity Unclear performance evaluation system Zero-sum reward practices Democratic decision making High performance pressures Organizational Factors

Reallocation of resources When organizations reallocate resources, may be due to downsizing Threatened with loss of resources people may engage in political actions Organizational Factors

Promotion Opportunities Trust Less trust in the organizational system employees are prone to exhibit high political behaviors High trust suppress the level of political behavior Organizational Factors Opportunity for advancement encourage people to compete for limited resource and Try to influence decision outcome Organizational Factors

Role Ambiguity Greater role ambiguity, more one can engage in political activity

Unclear Performance Evaluation System Single outcome measure Amount of time that elapses between action and appraisal more the time more political behavior 7

Zero-Sum Reward Approach Considers the reward pie as fixed Any gain one person achieves at the expense of another person or a groups share Organizational Factors

Democratic Decision Making Managers who began careers in 1950s and 1960s feels democracy in decision making leads to sharing of their power Thus in a democratic system they might resort to manipulation and illegitimate means Organizational Factors

High Performance Pressure IM The process by which individuals attempt to control the impression others form of them Empowerment Sharing varying degrees of power with employees down the line to tap their full potential Is Political Action Ethical Is the political action motivated More performance pressure for example, next month product productivity report has to be increased more political behaviors to achieve that by any means Levels of Political Action in Organizations Impression Management (IM) IM Techniques Conformity Excuses Apologies Self Promotion Flattery Favors Association