12T W E L V E

Organizational PowerOrganizational Powerand Politicsand Politics

Organizational PowerOrganizational Powerand Politicsand Politics

C H A P T E R

Suggested topicsSuggested topics

Describe a time when you had to deal with Describe a time when you had to deal with “organizational politics”.“organizational politics”.

Describe a situation where you saw Describe a situation where you saw evidence of power or influence being used evidence of power or influence being used in an organizationin an organization

Describe a time when someone influenced Describe a time when someone influenced you to act a particular way or do a particular you to act a particular way or do a particular thing that you would not of otherwise done.thing that you would not of otherwise done.

PowerPowerEmpowermentEmpowerment

How to get itHow to get it

How to use itHow to use it

……without abusing itwithout abusing it

DefinitionDefinition

A “four letter word”?A “four letter word”? Influence?Influence? Control over others?Control over others? Being able to get things done?Being able to get things done? ????????????

A shifting definition…A shifting definition…

Reflects the new “reality” of organizationsReflects the new “reality” of organizations A new definition of “employee”A new definition of “employee”

Southland Times, New Zealand

The Meaning of Power The Meaning of Power

Power is the capacity of a person, Power is the capacity of a person, team, or organization to influence team, or organization to influence others.others.

– The potential to influence othersThe potential to influence others

– People have power they don’t use People have power they don’t use and may not know they possessand may not know they possess

– Power requires one person’s Power requires one person’s perception of dependence on perception of dependence on another personanother person

Why does having power matter?Why does having power matter?

With power you can…With power you can… Intercede favorably on behalf of someone in troubleIntercede favorably on behalf of someone in trouble Get a desirable placement for a talented subordinateGet a desirable placement for a talented subordinate Get approval for expenditures beyond the budgetGet approval for expenditures beyond the budget Get items on and off agendasGet items on and off agendas Get fast access to decision makersGet fast access to decision makers Maintain regular, frequent contact with decision Maintain regular, frequent contact with decision

makersmakers Acquire early information about decisions and policy Acquire early information about decisions and policy

shiftsshifts

The goal?The goal?

Overcome feelings of powerlessnessOvercome feelings of powerlessness Convert power effectively into interpersonal Convert power effectively into interpersonal

influences in ways that avoid the abuse of influences in ways that avoid the abuse of powerpower

To empower yourself

To facilitate the empowerment of others

Relationship Among Social Influence, Power, Relationship Among Social Influence, Power, and Politicsand Politics

Organizationalpolitics

Use of power forpersonal interests

Capacity toexert influence

Social influence

Unsuccessful

Successful

Power

Power and Dependence

PersonA

PersonB’s Goals

PersonB

Person B’s counterpower over Person

A

Person A’s power over Person B

Types of Individual Power: A Types of Individual Power: A SummarySummary

Position Power

• Legitimate power• Reward power• Coercive power

Individual Power

Personal Power• Referent power• Expert power

Model of Power in Organizations

Powerover Others

ContingenciesOf Power

SourcesOf Power

Legitimate

Reward

Coercive

Expert

Referent

Legitimate PowerLegitimate Power

One’s structural positionOne’s structural position The power a person receives as a result of The power a person receives as a result of

his or her position in the formal hierarchy his or her position in the formal hierarchy of an organizationof an organization

The Limits of Legitimate PowerThe Limits of Legitimate Power

The Caine Mutiny illustrates The Caine Mutiny illustrates

the limits of legitimate power the limits of legitimate power

in organizations. Captain in organizations. Captain

Queeg (Humphrey Bogart, Queeg (Humphrey Bogart,

seated left) asked his crew to seated left) asked his crew to

do more than they were do more than they were

willing to follow, so they willing to follow, so they

staged a mutiny.staged a mutiny.

Archive Photos

Reward and Coercive PowerReward and Coercive Power

Power that achieves compliance based on Power that achieves compliance based on the ability to distribute rewards that others the ability to distribute rewards that others view as valuableview as valuable

Coercive Power: the opposite of reward Coercive Power: the opposite of reward power: the power that is based on fear of power: the power that is based on fear of negative results.negative results.

Sources of Power

Archive Photos

Legitimate Power

Reward Power

Coercive Power

Expert Power

Referent Power

Expert PowerExpert Power

Influence is based on special skills or Influence is based on special skills or knowledgeknowledge

Referent PowerReferent Power

Influence is based on possession by an Influence is based on possession by an individual of desirable resources or personal individual of desirable resources or personal traitstraits

The desire to please…The desire to please…

Information and PowerInformation and Power

Control over information flowControl over information flow– Based on legitimate powerBased on legitimate power– Relates to formal communication networkRelates to formal communication network– Common in centralized structures (wheel pattern)Common in centralized structures (wheel pattern)

Coping with uncertainty Coping with uncertainty – Those who know how to cope with organizational Those who know how to cope with organizational

uncertainties gain poweruncertainties gain power» PreventionPrevention» ForecastingForecasting» AbsorptionAbsorption

Contingencies of Power

ContingenciesOf Power

Powerover others

SourcesOf Power

Substitutability

Centrality

Discretion

Visibility

IncreasingNonsubstitutability

ControllingTasks

ControllingKnowledge

Differentiation

ControllingLabour

Increasing Nonsubstitutability

Commitment

Consequences of Power

RewardPower

Legitimate Power

CoercivePower

ExpertPower

ReferentPower

Resistance

Compliance

Sources of Power

Consequences of Power

Sexual Harassment and PowerSexual Harassment and Power

Harasser stereotypes the victim as subservient Harasser stereotypes the victim as subservient and powerlessand powerless

Harasser threatens job security or safety Harasser threatens job security or safety through coercive or legitimate powerthrough coercive or legitimate power

Hostile work environment harassment Hostile work environment harassment continues when the victim lacks power to stop continues when the victim lacks power to stop the behaviourthe behaviour

Office Romance and PowerOffice Romance and Power

Co-workers believe that employees in Co-workers believe that employees in relationships abuse their power to favour relationships abuse their power to favour each other.each other.

Higher risk of sexual harassment when Higher risk of sexual harassment when relationship breaks off.relationship breaks off.

Organizational PoliticsOrganizational Politics

Attempts to influence others Attempts to influence others using using discretionary behaviours to promote discretionary behaviours to promote personal objectivespersonal objectives– Discretionary behaviours — neither explicitly Discretionary behaviours — neither explicitly

prescribed nor prohibitedprescribed nor prohibited

Politics may be good or bad for the Politics may be good or bad for the organizationorganization

Organizational Politics: More Likely at Organizational Politics: More Likely at the Topthe Top

Ext

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to W

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Act

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Lik

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(ran

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Ext

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Act

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Production andProduction andblue collarblue collar

Clerical andClerical andwhite collarwhite collar

Technical andTechnical andprofessionalprofessional

LowerLowermanagementmanagement

MiddleMiddlemanagementmanagement

UpperUppermanagementmanagement

1.31.3

1.21.2

1.11.1

1.01.0

.9.9

.8.8

.7.7

.6.6

.5.5

.4.4

.3.3

.2.2

.1.1

Organizational LevelOrganizational Level

(.18)(.18)

(.50)(.50)(.54)(.54)

(.73)(.73)

(1.07)(1.07)

(1.22)(1.22)Political activityis perceived to

increase at higherorganizational levels

Types ofOrganizational

Politics

Managingimpressions

Attacking andblaming

Creatingobligations

Cultivatingnetworks

Types of Organizational Politics

Controllinginformation

Formingcoalitions

Impression managementImpression management Conformity: agreeing with another’s opinion to get their approvalConformity: agreeing with another’s opinion to get their approval Excuses: Explanations of a predicament-creating event aimed at Excuses: Explanations of a predicament-creating event aimed at

minimizing the apparent severity of the predicamentminimizing the apparent severity of the predicament Apologies: Admitting responsibility for an undesirable event and Apologies: Admitting responsibility for an undesirable event and

simultaneously seeking to get a pardon for the actionsimultaneously seeking to get a pardon for the action Acclamations: Explanation of favourable events to maximize the Acclamations: Explanation of favourable events to maximize the

desirable implications for oneself.desirable implications for oneself. Flattery: Complimenting others on their virtues in an effort to make Flattery: Complimenting others on their virtues in an effort to make

oneself appear perceptive and likeableoneself appear perceptive and likeable Favours: Doing something nice for someone to gain that person’s Favours: Doing something nice for someone to gain that person’s

approvalapproval Association: Enhancing or protecting one’s image by managing Association: Enhancing or protecting one’s image by managing

information about people and things with which one is associated.information about people and things with which one is associated.

Types ofOrganizational

Politics

Attacking andblaming

Creatingobligations

Cultivatingnetworks

Controllinginformation

Formingcoalitions

It was John’s fault

I thought you

knew…

We agreed that…

Look who I know…

You scratch my

back…

ConditionsSupporting

Organizational Politics

ScarceResources

Complex andAmbiguousDecisions

PersonalCharacteristics

Tolerance ofPolitics

Conditions for Organizational Politics

ConditionsSupporting

Organizational Politics

ScarceResources

Complex andAmbiguousDecisions

PersonalCharacteristics

Tolerance ofPolitics

Conditions for Organizational Politics

Deceit is appropriate

Zero-sum rewards

Internal locus of control

Perceived alternatives?

It works hereDemocratic

decision making

Political Antics Top the “Most Unethical List”: Survey Results

Gender discriminationin recruitment or hiring

Arrangements with vendorsleading to personal gain

Nonperformance factorsused in appraisals

Gender discriminationin compensation

Not maintainingconfidentiality

Using disciplineinconsistently

Gender discriminationin promotion

Sexualharassment

Allowing differences in paydue to friendships

Hiring, training, or promotingbased on favouritism

0 5 10 15 20 25 30 35

Situation

Percentage Responding with a 4 or 5 on a five-Point ScaleMeasuring Degree of Seriousness (where 5=“very great”)

(22.6)

(23.1)

(23.5)

(25.8)

(26.4)

(26.9)

(26.9)

(28.4)

(30.7)

(30.7)

Potentiallypolitical

behaviours

Controlling Political Behaviour

Peer PressureAgainst Politics

RemovePolitical Norms

Free FlowingInformation

Manage ChangeEffectively

ProvideSufficient

Resources

IntroduceClear Rules

HireLow-PoliticsEmployees

IncreaseOpportunitiesfor Dialogue