OB Power and Politics-20190116

Organizational Behavior:
Power and Politics
Kumar Joshi
Joshi.kj91@gmail.com
OB: Power and Politics
Workplace politics,
(office politics or organizational
politics) is the use of power and
social networking within an
organization to achieve changes
that benefit the organization or
individuals within it.
In social science
and politics, power is the
capacity of an individual to
influence the conduct/behavior
of others.
The term "authority" is often
used for power that is
perceived as legitimate by the
social structure.
In simpler terms, “Power is a pervasive part of
organizational life, used by managers to accomplish goals
and to strengthen their own positions”.
Concept of Power:
Power and influence
Every interaction and social relation in an organization can
be interpreted as an exercise of power.
Influence is a transition in which person B is influenced by
person A to behave in a certain way. Person A has power
over person B to the extent A can get B to do something
that B would otherwise not do.
The difference is: Power represents capacity while
Influence is the exercise of that capacity.
Definition of Power
Power is the ability of one

person or group to cause
another person or group to
do something they
otherwise might not have
done
Sources of Individual
Power
Sources of Individual Power
Many people in an organization have some ability to
control the behavior of other people/ groups but some
have more power than others.
Where do the members of an organization acquire
their power and how do they obtain it?
Researchers identified two main sources of individual
power:
1. Positional or Formal 2. Personal or Informal
Power- based on one’s Power – derived from a
formal position in an person’s individual
organization. qualities or characteristics.
Positional or Formal Power
1. Coercive power – the power to punish. It is based on
fear. It can come from legitimacy. It can come informally
e.g. fear of rejection by coworkers.
2. Rewarding power – based on a person’s ability to
reward a follower for compliance. It occurs when someone
possesses a resource that another person wants and will
exchange that resource for certain behavior. It supports
legitimate power.
Positional or Formal Power
3. Legitimate power – refers to the ability to influence
others because of the position one holds in the
organization. It is also called authority, or the right to
command.
4. Information power – based on access to and control
over information.
Informal or Personal Power
1. Expert power – based on an individual’s special and
valued expertise. The lower the substitutability of the
expertise, the greater the expert’s power
2. Referent power – based on liking of the power holder by
others (movie stars, sports personalities etc)
3. Charismatic power – based on power of charisma.
Extension of referent power
Which bases of Power are Most Effective?
Research suggests that the personal sources of power
are most effective.
.
Expert and Referent power are
positively related to employee’s
satisfaction with supervision,
their organizational commitment
and their performance.
Dependency:
Key to Power
Dependency: Key to power
Dependency: B’s relationship to A when A possess something

that B requires.
The general
dependency
postulate: the greater
B’s dependency on A,
the greater the power
A has over B,
possession/control of
scarce organizational
resources that others
need makes a
manager powerful,
access to optional
resources e. g.
multiple suppliers –
reduces the need Dependency increases when
makes a manager resources are important, scarce, and
powerful. non-substitutable
Power Tactics
Power tactics – ways in which individual translates
power bases into specific actions
Researchers have identified nine distinct influence tactics:
1. Legitimacy: relying on your authority position or
saying a request accords with organizational policies
or rules
2. Rational persuasion- presenting logical arguments
and factual evidence to demonstrate a request is
reasonable
3. Inspirational appeals- developing emotional
commitment by appealing to a target’s values, needs,
hopes and aspirations
Power tactics
4. Consultation- increasing the target’s support by
involving him or her in deciding how you will
accomplish your plan.
5. Exchange- rewarding the target with benefits or favors
in exchange for following a request
6. Personal appeals – asking for compliance based on
friendship or loyalty
Power tactics
7. Ingratiation- using flattery, praise, or friendly behavior
prior to making a request.
8. Pressure- using warning, repeated demands and
threats
9. Coalitions – enlisting the aid or support of others to
persuade the target to agree.
Some tactics are more effective

than others.
Tactics for Increasing
Individual Power
Tactics for increasing
individual power
Managers can use many kinds
of political tactics to increase
their power, become experts
at political decision making
and increase their chances of
obtaining their goals.
1. Tapping the sources of functional and divisional
power – Managers can use this tactics to make
themselves irreplaceable by developing specialized skills
such as knowledge of computer or special relationship
with key customers that allow them solve problems in the
organization.
2. Recognizing who has the power - this strategy is

usually applied by most top level managers who are
conscious of rising above their position in the organization
to identify with members of the board of directors, impress
them and become loyal to them to get what they want.
3. Controlling the agenda –
this strategy is very common
among those managers who
devise means of becoming
member of committee to
influence decision making to
suit their individual interest by
preventing formal discussion
of any issue they do not
support by not putting the
issue on the agenda (Schuler
et al. 2000).
4. Bringing-in an outside expert –when a major

disagreement over goals emerges, as it often does when
in organization is undergoing change or restructuring,
managers know that every sub-unit is fighting to
safeguard its own interests.
Knowing that one function’s preferred choice of action will
be perceived by others as politically motivated and self-
interested, functional managers often bring in outside
experts considered to be impartial observers.
5. Building coalitions and alliances - manager or

subordinate can also build coalition with other managers
or subordinates to increase power or position for the
purpose of influencing decision making process in their
favor.
Most often, this usually involves trade of favor in return of
favor.
For example, manager A agrees to support manager B on
an issue of interest important to manager B, and in return
manager B supports manager A on an issue of interest
important to manager A.

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Organizational Behavior:

Power and Politics

Power is the ability of one

Dependency: B’s relationship to A when A possess something

Some tactics are more effective

2. Recognizing who has the power - this strategy is

4. Bringing-in an outside expert –when a major

5. Building coalitions and alliances - manager or

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