POWER AND POLITICS

POWER

 A capacity that A has to influence the behavior

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.
BASES OF POWER- FORMAL POWER
Is established by an individual’s position in an
organization

 Coercive Power
A power base dependent on fear of the negative
results .
 Reward Power
Compliance achieved based on the ability to
distribute rewards that others view as valuable.
Either Financial or Non –financial
 Legitimate Power: Broader than Reward and
Coercive
The power a person receives as a result of his or
her position in the formal hierarchy of an
organization.
BASES OF POWER: PERSONAL POWER
 Expert Power
Influence based on special skills or knowledge

 Referent Power: Charismatics dynamism

,likability and emotional effect /Influence
Influence based on possession by an individual of
desirable resources or personal traits
DEPENDENCY: THE KEY TO POWER

 What Creates Dependency

 Importance of the resource to the organization

 Scarcity of the resource
 Non-substitutability of the resource
 POWER TACTICS
 Ways in which individuals translate power bases into
specific actions.
Influence Tactics:
• Legitimacy: relying on one’s authority position
• Rational persuasion: Presenting logical arguments &
Factual evidence to demonstrate request is
reasonable.
• Inspirational appeals: developing emotional
commitment by appealing to targets value .
• Consultation: increase motivation and support for
change from the target by involving him/her
• Exchange: reward for following the request
• Personal appeals: ask for compliance based on
friendship/loyalty
• Ingratiation: using praise/friendly behaviour
before making request
• Pressure: using warnings, repeated demands,
threats
• Coalitions: Enlisting the aid/support of other
people to persuade the target
SEXUAL HARASSMENT: UNEQUAL POWER IN THE
WORKPLACE
Sexual Harassment
 Unwelcome advances, requests for sexual
favors, and other verbal or physical conduct of
a sexual nature.
STEPS FOR MANAGERS TO TAKE TO PREVENT SEXUAL
HARASSMENT
 Make sure a policy against it is in place.

 Ensure that employees will not encounter retaliation if they

file a complaint.

 Investigateevery complaint and include the human

resource and legal departments.

 Make sure offenders are disciplined or terminated.

 Set up in-house seminars and training.

POLITICS: POWER IN ACTION
 Political Behavior
Activities that are not required as part of one’s formal
role in the organization, but that influence, or attempt
to influence, the distribution of advantages or
disadvantages within the organization.
 Legitimate Political Behavior

Normal everyday politics.

, like withholding key information from Decision
maker.

 Illegitimate Political Behavior

Extreme political behavior that violates the

implied rules of the game.
 POLITICS IS IN THE EYE OF THE BEHOLDER
“Political” Label
1. Blaming others
2. “Kissing up”
3. Apple polishing
4. Passing the buck
5. Covering your rear
6. Creating conflict
7. Forming coalitions
8. Whistle blowing
9. Scheming
10. Overachieving
11. Ambitious
12. Opportunistic
13. Cunning
14. Arrogant
15. Perfectionist
“Effective Management” Label
vs. Fixing responsibility
vs. Developing working relationships
vs. Demonstrating loyalty
vs. Delegating authority
vs. Documenting decisions
vs. Encouraging change and innovation
vs. Facilitating teamwork
vs. Improving efficiency
vs. Planning ahead
vs. Competent and capable
vs. Career-minded
vs. Astute
vs. Practical-minded
vs. Confident
vs. Attentive to detail
FACTORS THAT INFLUENCE POLITICAL BEHAVIORS
EMPLOYEE RESPONSES TO ORGANIZATIONAL POLITICS
 DEFENSIVE BEHAVIORS

Avoiding Action:
•Overconforming: strictly interpreting your
responsibility
•Buck passing: transferring responsibility
•Playing dumb: Avoiding unwanted tasks
•Stretching: prolong the job
•Stalling: supportive in public, doing
nothing in private
 DEFENSIVE BEHAVIORS

Avoiding Blame:
• Buffing: rigorously documenting activity to
project competence
• Playing safe: evading situations
• Justifying: developing explanations
• Scapegoating: blame external factors
• Misrepresenting: manipulating of information
 DEFENSIVE BEHAVIORS

Avoiding Change:
• Prevention: prevent threatening change from
occurring
• Self-protection: protecting self during change
by guarding information or resources