Your SlideShare is downloading. ×
Power and politics
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Power and politics

379
views

Published on


0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
379
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
11
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. POWER AND POLITICS POWERPOWER IS POTENTIAL ABILITY OF APERSON OR GROUP TO INFLUENCEANOTHER PERSON OR GROUP01/05/13 1
  • 2. TYPE OF POWER TYPES OF POWER ARE DESCRIBED IN TERMS OF BASES OF POWER AND POSITION V/S PERSONAL POWER(A) BASES OF POWER1. LEGITMATE POWER LEGITMATE IS GRANTED BY VIRTUE OF ONE’S POSITION IN THE ORGANIZATION.2. REWARD POWER REWARD POWER IS THE EXTENT TO WHICH A PERSON CONTROLS REWARDS THAT ANOTHER PERSON VALUES. 01/05/13 2
  • 3. 3. COERCIVE POWER COERCIVE POWER IS THE EXTENT TO WHICH A PERSON HAS THE ABILITY TO PUNISH OR PHYSICALLY OR PSYCHOLOGICALLY HARM SOME ONE ELSE.4. EXPERT POWER EXPERT POWER IS THE EXTENT TO WHICH A PERSON CONTROLS INFORMATION THAT IS VALUABLE TO SOME ONE ELSE.5. REFERENT POWER REFERENT POWER EXISTS WHEN ONE PERSON WANTS TO BE LIKE OR IMITATES SOME ONE ELSE. 01/05/13 3
  • 4. (B) POSITION POWER V/S PERSONAL POWER1. POSITION POWER POSITION POWER RESIDES IN THE POSITION, REGARDLESS OF WHO IS FILLING THAT POSITION. (LEGITIMATE, REWARD AND SOME ASPECT OF COERCIVE AND EXPERT)2. PERSONAL POWER PERSONAL POWER RESIDES IN THE PERSON REGARDLESS OF THE POSITION BEING FILLED. (EXPERT, COERCIVE AND REWARD) 01/05/13 4
  • 5. POSITION AND PERSONAL POWER HIGH MODERATE STRONGEST OVERALL OVERALL POWER POWERPOSITION POWER WEAKEST MODERATE OVERALL OVERALL POWER POWER LOW LOW PERSONAL HIG POWER H 01/05/13 5
  • 6. THE USES & OUTCOMES OF POWERSOURCE OF TYPE OF OUTCOMELEADERINFLUENCE COMMITMENT COMPLIANCE RESISTANCEREFERENT LIKELY IF REQUEST IS POSSIBLE IF POSSIBLE IFPOWER BELIEVED TO BE REQUEST IS REQUEST IS FOR IMPORTANT TO LEADER PERCEIVED TO BE SOMETHING THAT UNIMPORTANT TO WILL BRING HARM TO LEADER LEADEREXPERT LIKELY IF REQUEST IS POSSIBLE IF POSSIBLE IF LEADERPOWER PERSUASIVE AND REQUEST IS IS ARROGANT AND SUBORDINATES SHARE PERSUASIVE BUT INSULTING, OR LEADER’S TASK GOALS SUBORDINATES ARE SUBORDINATES APATHETIC ABOUT OPPOSE TASK GOALS TASK GOALSLEGITIMATE POSSIBLE IF REQUEST IS LIKELY IF REQUEST POSSIBLE IFPOWER POLITE AND VERY OR ORDER IS SEEN ARROGANT APPROPRIATE AS LEGITIMATE DEMANDS ARE MADE OR REQUEST DOES NOT APPEAR PROPERREWARD POSSIBLE IF USED IN A LIKELY IF USED IN A POSSIBLE IF USED INPOWER SUBTLE, VERY PERSONAL MECHANICAL, A MANIPULATIVE, WAY IMPERSONAL WAY ARROGANT WAY 01/05/13COERCIVE VERY UNLIKELY POSSIBLE IF USED IN 6LIKELY IF USED IN A
  • 7. GUIDELINES FOR USING POWERBASIS OF POWER GUIDELINES FOR USEREFERENT POWER TREAT SUBORDINATES FAIRLY DEFEND SUBORDINATES’ INTERESTS BE SENSITIVE TO SUBORDINATES’ NEEDS, FEELING SELECT SUBORDINATES SIMILAR TO ONESELF ENGAGE IN ROLE MODELINGEXPERT POWER PROMOTE IMAGE OF EXPERTISE MAINTAIN CREDIBILITY ACT CONFIDENT AND DECISIVE KEEP INFORMED RECOGNIZE EMPLOYEE CONCERNS AVOID THREATENING SUBORDINATES’ SELF-ESTEEMLEGITIMATE POWER BE CORDIAL AND POLITE BE CONFIDENT BE CLEAR AND FOLLOW UP TO VERIFY UNDERSTANDING MAKE SURE REQUEST IS APPROPRIATE EXPLAIN REASONS FOR REQUEST FOLLOW PROPER CHANNELS EXERCISE POWER REGULARLY ENFORCE COMPLIANCE 01/05/13 7 BE SENSITIVE TO SUBORDINATES’ CONCERNS
  • 8. REWARD POWER VERIFY COMPLIANCE MAKE FEASIBLE, REASONABLE REQUESTS MAKE ONLY ETHICAL, PROPER REQUESTS OFFER REWARDS DESIRED BY SUBORDINATES OFFER ONLY CREDIBLE REWARDSCOERCIVE POWER INFORM SUBORDINATES OF RULES AND PENALTIES WARN BEFORE PUNISHING ADMINISTER PUNISHMENT CONSISTENTLY AND UNIFORMLY UNDERSTAND THE SITUATION BEFORE ACTING MAINTAIN CREDIBILITY FIT PUNISHMENT TO THE INFRACTION PUNISH IN PRIVATE01/05/13 8
  • 9. ORGANIZATION POLITICSORGANIZATIONAL POLITICS ARE ACTIVITIESCARRIED OUT BY PEOPLE TO ACQUIRE, ENHANCEAND USE POWER AND OTHER RESOURCES TOOBTAIN THEIR DESIRED OUT COMES. (IT ISCLOSELY RELATED TO POWER INORGANIZATIONAL SETTINGS).ORGANIZATIONAL POLITICS ARE PERVASIVE INMOST ORGANIZATIONS. BUT IT GAINS POWERHENCE RATHER IGNORING OR TRYING TOELIMINATES, THE MANAGERS SHOULD USEFRUITFULLY FOR CONSTRUCTIVE GAINS.01/05/13 9
  • 10. MANAGERIAL PERCEPTION OF POLITICAL BEHAVIOUR (A SURVEY ANALYSIS) STATEMENT MEAN STANDARD STRONG SCORE DEVIATION OR o MODERATE AGREEMEN T %A THE EXISTENCE OF WORKPLACE 1.59 0.71 93.2 POLITICS IS COMMON TO MOST ORGANIZATIONSB SUCCESSFUL EXECUTIVES MUST BE 1.75 0.88 89.0 GOOD POLITICIANSC THE HIGHER YOU GO IN ORGANIZATIONS, 1.99 1.10 76.2 THE MORE POLITICAL THE CLIMATE BECOMESD ONLY ORGANIZATIONALLY WEAK PEOPLE 2.21 1.17 68.5 PLAY POLITICSBE ORGANIZATIONS FREE OF POLITICS ARE 2.34 1.09 59.1 HAPPIER THAN THOSE WHERE THERE IS A LOT OF POLITICSF YOU HAVE TO BE POLITICAL TO GET 2.37 1.13 69.8 AHEAD IN ORGANIZATIONS 01/05/13 10G POLITICS IN ORGANIZATIONS ARE 2.57 1.14 55.1
  • 11. STATEMENT MEAN STANDARD STRONG SCORE DEVIATION OR o MODERATE AGREEMEN T %H TOP MANAGEMENT SHOULD TRY TO GET 2.67 1.23 48.6 RID OF POLITICS WITHIN THE ORGANIZATIONI POLITICS HELP ORGANIZATIONS 2.76 1.13 42.1 FUNCTION EFFECTIVELYBJ POWERFUL EXECUTIVES DON’T ACT 3.87 1.15 15.7 POLITICALLYBO score: 1-Strongly agree; 2-Slightly agree; 3-neither agree nor disagree; 4-slightly disagree; 5-strongly disagree.b Reverse scoringSurvey result of 428 managers of different organizations 01/05/13 11
  • 12. A MODEL OF ETHICAL POLITICAL BEHAVIOURDOES THE PBA (POLITICAL BEHAVIORALTERNATIVE) RESULT IN THE EFFICIENT NOOPTIMIZATION OF THE SATISFACTIONSOF INTEREST INSIDE AND OUTSIDE THE ARE THERE OVERWHELMINGORGANIZATION? FACTORS THAT JUSTIFY SUB- YES YES OPTIMIZING THESE GOALS AND SATISFACTION? NODOES THE PBA RESPECT THE RIGHTSOF ALL THE AFFECTED PARTIES? REJECT PBA NO ARE THERE OVERWHELMING FACTORS YES YE THAT JUSTIFY THE ABROGATION OF A S RIGHT? NODOES THE PBA RESPECT THECANONS OF JUSTICE? REJECT PBA NO ARE THERE OVERWHELMING YES YES FACTORS THAT JUSTIFY THE VIOLATION OF A CANON OF JUSTICE NO ACCEPT PBA REJECT PBA 01/05/13 12
  • 13. MANAGING POLITICAL BEHAVIOUR REASONS FOR AND POSSIBLE CONSEQUENCES OF POLITICAL BEHAVIOURRESOURCES POLITICAL POSSIBLE RESULTS BEHAVIOURAMBIGUOUS GOALS PERSONAL GAIN DISGUISED AS PURSUIT OF GOALSSCARECE RESOURCE PURSUIT OF MAXIMUM SHARE OF RESOURCESTECHNOLOGY AND PERSONAL GAINS VIAENVIRONMENT UNCERTAINTYNON-PROGRAMMED PAROCHIAL DECISIONDECISIONS MAKINGORGANIZATIONAL PURSUIT OF POLITICAL ENDSCHANGE DURING REORGANIZATION 01/05/13 13
  • 14. TECHNIQUES OF POLITICAL BEHAVIOUROPPORTUNITIES POLITICAL POSSIBLEFOR POLITICAL TECHNIQUES RESULTSBEHAVIOUR • CONTROLLING INFORMATION • CONTROLLING LINES OF COMMUNICATION • USING OUTSIDE EXPERTS • CONTROLLING THE AGENDA • GAME PLAYING • IMAGE BUILDING • BUILDING COALITIONS • CONTROLLING DECISION PARAMETERS 01/05/13 14