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    Book SLides - Chapter 13 - Power Politics

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    Kiran Khemka
    This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior, which relies on dependency. Politics refers to behaviors aimed at influencing the distribution of advantages. Power comes from controlling important, scarce resources that can't be substituted. There are various bases of power like legitimate, reward, coercive, expert, and referent power. Empowerment involves giving employees freedom and ability to make decisions within clear boundaries. Political behavior aims to influence resource allocation and is shaped by individual and organizational factors.

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    Book SLides - Chapter 13 - Power Politics

    Uploaded by

    Kiran Khemka
    98 views19 pages
    This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior, which relies on dependency. Politics refers to behaviors aimed at influencing the distribution of advantages. Power comes from controlling important, scarce resources that can't be substituted. There are various bases of power like legitimate, reward, coercive, expert, and referent power. Empowerment involves giving employees freedom and ability to make decisions within clear boundaries. Political behavior aims to influence resource allocation and is shaped by individual and organizational factors.

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    Politics

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    Book SLides_Chapter 13- Power Politics

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    This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior, which relies on dependency. Politics refers to behaviors aimed at influencing the distribution of advantages. Power comes from controlling important, scarce resources that can't be substituted. There are various bases of power like legitimate, reward, coercive, expert, and referent power. Empowerment involves giving employees freedom and ability to make decisions within clear boundaries. Political behavior aims to influence resource allocation and is shaped by individual and organizational factors.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    98 views19 pages

    Book SLides - Chapter 13 - Power Politics

    Uploaded by

    Kiran Khemka
    This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior, which relies on dependency. Politics refers to behaviors aimed at influencing the distribution of advantages. Power comes from controlling important, scarce resources that can't be substituted. There are various bases of power like legitimate, reward, coercive, expert, and referent power. Empowerment involves giving employees freedom and ability to make decisions within clear boundaries. Political behavior aims to influence resource allocation and is shaped by individual and organizational factors.

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    You are on page 1of 19

    Power & Politics

    Chapter 13
    Points to ponder
    • What is Power?
    • How does one get it?
    • What does it mean to empower employees?
    • Power
    – A capacity that A has to influence the behaviour of B so that B acts in
    accordance with A’s wishes.
    • Dependency: B’s relationship to A, when A possesses something that B requires

    • Politics
    – Behaviour to influence or attempt to influence the distribution of
    advantages and disadvantages within the organization.
    Dependency: Key to Power
    • Importance
    – The things you control must be important
    • Scarcity
    – A resource must be perceived as scarce
    • Non-substitutability
    – The resource cannot be substituted with something else
    The concept of power
    • Power
    • Influence
    • Authority
    • Zone of Indifference
    Forms / sources / Bases of power
    • Legitimate Power
    • Reward Power
    • Coercive Power

    • Expert Power
    • Referent Power
    Forms / sources / Bases of power
    • Legitimate Power
    • The person has the right, considering his or her position and your job responsibilities, to expect
    you to comply with legitimate requests.

    • Reward Power
    • The person is able to give special benefits or rewards to people, and you find it advantageous
    to trade favors with him or her.

    • Coercive Power
    – The person can make things difficult for people, and you want to avoid
    getting him or her angry.
    • Power that is based on fear.
    • Expert Power
    • The person has the experience and knowledge to earn your respect, and you defer to his or
    her judgment in some matters.

    • Referent Power
    • You like the person and enjoy doing things for him/her OR you like doing things like him/her.
    Positive or Negative
    • Personal Power (Mach)
    • Social Power
    Influence/power tactics
    • Rational persuasion
    • Exchange
    • Consultation
    • Inspirational appeals
    • Personal appeals
    • Coalitions
    • Pressurize
    Popularity of Power Tactics: From Most to Least Popular

    When Managers When Managers


    Influenced Influenced
    Superiors* Subordinates

    Most Popular Reason Reason


    Coalition Assertiveness
    Friendliness Friendliness
    Bargaining Coalition
    Assertiveness Bargaining
    Higher authority Higher authority
    Least Popular Sanctions

    *The dimension of sanctions is omitted in the scale that measures upward influence.
    Empowerment: Giving Power to Employees
    • The freedom and the ability of employees to make decisions and
    commitments
    • Managers disagree over definition of empowerment

    – Empowerment as delegating decision making within a set of clear boundaries


    v/s
    – Empowerment as “a process of risk taking and personal growth”
    Politics – Points to ponder
    • Why do we get into politics?
     Organizations are made up of groups and individuals who
    have differing values, goals and interests
     Resources in organizations are limited
     Performance outcomes are not completely clear and
    objective
    Political behavior
    • Those activities that influence, or attempt to influence, the
    distribution of advantages and disadvantages within the
    organization.

    – Legitimate: normal everyday behaviour (also knowns as


    organizational politics)
    – Illegitimate: extreme political behaviours that violate the implied
    rules of the game
    Factors Influencing Political Behaviour

    Individual factors

    High self-monitors
    Internal locus of control
    High Mach
    Organizational investment
    Perceived job alternatives
    Expectations of success
    Favourable outcomes
    Political behaviour

    Low High Rewards


    Organizational factors
    Averted punishments

    Reallocation of resources
    Promotion opportunities
    Low trust
    Role ambiguity
    Unclear performance
    evaluation system
    Zero-sum reward practices
    Democratic decision making
    High performance pressures
    Self-serving senior managers
    Individual factors contributing to politics
    • High self-monitors
    • Internal locus of control
    • High mach
    • Organizational investment
    • Perceived job alternatives
    • Expectations of success
    Organizational factors contributing to politics
    • Reallocation of rewards
    • Promotion opportunities
    • Low trust
    • Role ambiguity
    • Unclear performance evaluation system
    • Democratic decision-making
    • High performance pressure
    • Self-serving senior managers
    Types of political activity
    • Attacking or blaming others
    • Controlling information
    • Forming coalitions
    • Networking
    • Creating obligations
    • Managing impressions
    Impression management techniques
    • The process by which individuals attempt to control the impression
    others form of them. More likely to be used by high self monitors.

    • Conformity
    • Excuses
    • Apologies
    • Self promotion
    • Flattering
    • Associations
    • Favors

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