Learning Objectives: Understand what makes power dynamics

important in organisations Explain the nature of Power Indian insights: Discuss basic explanations by , the master strategic counselor Understand Power as a dynamic process Discuss various sources of power at personal

level and unit level within an organisation Understand the concept of organisational

politics Discuss how managers deal with power and

politics in organisations

Power is the capacity to influence another person or a group to accept one’s ideas or plan,it is the capacity of some persons to produce intended and foreseen effects on others

Power causes cooperation among people who individually can make little difference, so they join hands and form alliances or coalitions, there can be power struggle in the same organisation where people compete for greater influence over processes, decisions and consequences

There is no guarantee that they will not work counter to the interests of the organisation, it is also not true that competition, conflict and rivalry over greater influence are bad for the organisation

Power requires dependency of someone else which is reinforced by assumptions and norms

Power: A Static, Structural Element or a Dynamic process? POWER (A OVER B) = DEPENDENCE (B ON A) Power involves a process of influence that is

shaped by the perception and motivation of the target with respect to the action of the agent, in a context

Is power positive or negative? When we examine that power can generate

influence and give access to resources, it appears more like a potential in nature, whether it is positive or negative, can only be determined from observing how it is deployed

Kautilya (also known as Acharya Vishnugupt or Chanakya), a renowned king maker, was a noted advisor to the King Chandragupta Maurya and his writings compiled in 15 books together as “Arthshastra” are considered one of the greatest expositions on the art of governance, the duties of the ruler and various functionaries of the government, the business law, diplomatic matters and so on

According to him Power is a relative concept Comparison of power possessed can determine one’s

status as superior, equal or inferior Power is the strength and ability required to achieve

ends. It is useful for generating force that moves others and leads to success

Power can be augmented

Position power ▪ Job Title or

designation▪ Job Description▪ Prescribed

responsibilities

Personal power▪ Knowledge▪ Expert ▪ Information▪ Tradition

▪ Personality▪ Charisma▪ Reputation▪ Professional

Credibility▪ Other’s Support▪ Political Access ▪ Staff Support

Sources of Departmental Power Ability to Cope

with Uncertainty

Centrality and Non-substitutability

Sources of Organisational Power Coercive

Utilitarian

Normative

Directions of flow of power in various types of organisational structures:

Bureaucratic Model Downward since hierarchical Upward power: generally seen as disruptive, may be tolerated if displayed

in acceptable style Lateral or side-ways power is almost not considered

Collegial Model Upward power is encouraged Structural power redistributed through provision of profit-sharing,

right/down -sizing and cross-functional teams The need for sideways power becomes insignificant Downward power is used where peer pressure does not work

Political Model Since power is accepted to be everywhere, use of sideways, upward as well

as downward power is considered legitimate Sideways power is needed for gaining approval / cooperation, competing

for resources outside the chain of formal authority Change increases power-play, but this is not always because people are

greedy or corrupt. People differ from one another and resources are not unlimited / easily available

Using Power: The Link to Success Do not use a single strategy for influencing others Chose a strategy for which you have a strong,

matching power base Use multiple powerbases and a cluster of strategies

for creating the desired influence. Situational factors:▪ Power bases of others▪ Timing▪ Personal Style

What style of influence works for the Indian Organisations The amount of authority of the superior is

determined by the rank and span of control, but the type of authority decided by the legitimizing principles that justify action

A powerful person can exert influence as long as the role relationship legitimizes the superior’s demands and the subordinate, accepting the norms and beliefs that support the legitimacy of those demands

Politics involves Acquiring, developing, and using power to achieve

one's objectives When change threatens the power bases and

balance of relative power in an organisation, politics is highly likely to be used to maintain balance

Political players are likely to pursue their own agenda or objectives in order to preserve self interest

Self interest may be protected even if those interests or the means to attain those are not approved by the organisation

Politics as a defense routine Individuals and their coalitions resort to politics in

order to enhance their survival and personal well being within organisations

The lowest level of maneuvering is a simple political awareness of how people feel about a relatively minor situation – for example, starting a new procedure in one’s department

A somewhat higher level of political maneuvering - political facilitation - calls for direct interaction with those who may help or hinder the change

The level of political maneuvering organisation-wide change is also called political intervention