Submitted by:

Salil Raibole - 09020242027

Rajnish Jakhar – 09020242028
Rishabh Sood – 09020242029
Rishika Mittal – 09020242030
Sachin Lakade – 09020242032
 “Power is the capacity of a
person, team, department or
organization to influence
others.”
J.
Pfeffer
 Power is the potential to change others’ attitude or
behavior.

 Power requires one person’s perception of dependence on

another person

 Power may be:

An act of one person (realized potentiality) or
Potentiality or capacity of one person
Power Creating Circumstances:

– The Big Three

1. When resources are scarce
2. When goals and objectives are unclear
3. When performance is difficult to measure

– Less Critical Factors

4. Where there are minimal external threats
5. Where there exists a certain level of dependency
6. Where there is moderate to high uncertainty
Sources
of
Power
 Energy and Physical Stamina: Endurance
triumphs over cleverness . The ability and
willingness to work grueling hours has
characterized many powerful figures

 Focus: Should be concentrated on building

influence and power

 Sensitivity to Others: Means understanding

the people, their position on the issue, and how
best to communicate with and influence them.
 Flexibility: Focus on ultimate objectives and be
able to remain emotionally detached from the
situation

 Ability to Tolerate Conflict : Should be able to

disagree strongly as and when required

 Submerging One’s Ego: It entails the ability to

trade present restraint for greater power and
resources in the future
 Process
of
Building Power
Power Process:
 Decide what your goals are.
 Diagnose patterns of dependence and
interdependence.
 Analyze views of powerful individuals.
 Determine the power base of potential influential
persons.
 Determine your power base.
 Determine which power strategies/tactics seems
most appropriate/effective.
 Choose the appropriate course of action.
 Friendliness
 Making oneself Irreplaceable
 Networking with Powerful People
 Building Coalition
 Being Assertive and Establishing Credibility
 Building Pressure
Forms
Of
Power
Influence based on the legitimate right of
someone to influence others
(often embedded in position, always
complex)
 Resistance = Usually quite low
 Appropriateness = Yes, by definition
 State Change = Often involves a state

change
Influence based on the ability to reward
(money CAN be a source of power)

 Resistance = None, usually

 Appropriateness = Generally OK
 State Change = No, requires constant

attention
Influence based on the ability to convince
others to follow your good advice

(information is power)
 Resistance = Generally low
 Appropriateness = Generally OK
 State Change = Not really
 Influence by example, peer pressure power
(I want to be like Mike)

 Resistance = None
 Appropriateness = Generally OK
 State Change = Very much so
Influence based on the ability to punish
(might makes right)

 Resistance = Potentially quite strong

 Appropriateness = Often not
 State Change = No, could provoke strong
 negative response
Impact of culture
on
Power tactics used
CULTURAL
DIMENSIONS
 Power
and
Counter Power
 The basic prerequisite of power is that one person
believes he/she is dependent on other for something
of value.

 Dependency relationships are an inherent part of all

organizational activities and in all forms of
organizational structures and companies including the
sole trading firm.
 In a relationship, two parties are involved
– one being dependent and the other
being independent.

 Here, the independent party has Power

while the dependent party has Counter
Power

 The power of the dependent party to

maintain the relationship is termed as
Counter Power
 Teachers and Students

 Politicians and People

 Heads and Subordinates of Organization

Importance
Of
Power
With power you can…
 Intercede favorably on behalf of someone in trouble
 Get a desirable placement for a talented subordinate
 Get approval for expenditures beyond the budget
 Get items on and off agendas
 Get fast access to decision makers
 Maintain regular, frequent contact with decision
makers
 Acquire early information about decisions and policy
shifts
 Control the people and other resources so that they
cooperate and help to achieve an organization’s
current goals.
 Engage in politics and influence decision making
process in order to help, promote new and more
appropriate organizational goals.
 It is the power which influence complexity, formality
and centralization of activities in the organization.
 Individuals having power even determine about the
size of the organization, allocation of rewards,
selection of technology etc.
 Power is needed for the efficient functioning of the
organization.
Sources Consequences
of Power of Power

Expert
Power
Commitment
Referent
Power
Legitimate
Power Compliance
Reward
Power
Coercive Resistance
Power
 Harasser stereotypes the victim as
subservient and powerless

 Harasser threatens job security or

safety through coercive or legitimate
power

 Hostile work environment harassment

continues when the victim lacks power
to stop the behaviour
 Co-workers believe that employees in
relationships abuse their power to favour
each other.

 Higher risk of sexual harassment when

relationship breaks off.
 Attempts to influence others using
discretionary behaviours to promote personal
objectives
◦ Discretionary behaviours — neither explicitly
prescribed nor prohibited

 Politics may be good or bad for the

organization
Diagnosing Power
In
Organizations
“ To be successful in getting things done in organizations, it is
critical that you be able to diagnose the relative power of the
various participants and comprehend the patterns of
interdependence.”
 Methods for Assessing Power:

Power is not employed when there are no differences in

perspective, or when no conflict exists, As a consequence,
power is most readily diagnosed by looking at important
decisions, which involve interdependent activities and which
lead to disagreement.

- Listen to statements made by others

- Focus on how others talk about the person
- Don’t trust what you hear BUT don’t underestimate the value
of “the talk.”
 Look at representational indicators
- Whose being brought in on the major decisions

 Observe Consequences
- Who gets the resources, projects approved, the
biggest budget

 Look at Symbols of Power

- What perks to certain people/groups get?
- Who’s having dinner with whom?
- What parking spaces do people get?
- Office space is always an issue
- Rule based responses don’t tell you much - look for
subtle clues
 Be conservative in estimates
 It is preferable to overestimate

potential dependencies rather be

surprised at the last minute by a person
or group you failed to consider
 The best surprise is no surprise.
 1-8:Salil
 9-18:Rishabh
 19-26: Rishika
 27-34:Sachin
 35-40:Rajnish