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T W E L V E

Organizational Power
and Politics
Suggested topics
Describe a time when you had to deal with
“organizational politics”.
 Describe a situation where you saw
evidence of power or influence being used
in an organization
 Describe a time when someone influenced
you to act a particular way or do a particular
thing that you would not of otherwise done.

Power
Empowerment

How to get it
How to use it
…without abusing it
Definition
A “four letter word”?
 Influence?
 Control over others?
 Being able to get things done?
 ??????

A shifting definition…
Reflects the new “reality” of organizations
 A new definition of “employee”

The Meaning of Power
Power is the capacity of a person,
team, or organization to influence
others.
– The potential to influence others
– People have power they don’t use
and may not know they possess
– Power requires one person’s
perception of dependence on
another person
Southland Times, New Zealand
Why does having power matter?
With power you can…
 Intercede favorably on behalf of someone in trouble
 Get a desirable placement for a talented subordinate
 Get approval for expenditures beyond the budget
 Get items on and off agendas
 Get fast access to decision makers
 Maintain regular, frequent contact with decision
makers
 Acquire early information about decisions and policy
shifts
The goal?
Overcome feelings of powerlessness
 Convert power effectively into interpersonal
influences in ways that avoid the abuse of
power

To empower yourself
To facilitate the empowerment
of others
Relationship Among Social Influence, Power,
and Politics
Capacity to
exert influence

Organizational
politics

Use of power for
personal interests

Power

Successful

Social influence

Unsuccessful
Power and Dependence
Person B’s
counterpowe
r over Person
A

Person
B

Person
A

Person A’s
power over
Person B

Person
B’s Goals
Types of Individual Power: A
Summary
Individual Power

Position Power
• Legitimate power
• Reward power
• Coercive power

Personal Power
• Referent power
• Expert power
Model of Power in
Organizations
Sources
Of Power

Legitimate
Reward
Coercive
Expert
Referent

Power
over Others

Contingencies
Of Power
Legitimate Power
One’s structural position
 The power a person receives as a result of
his or her position in the formal hierarchy of
an organization

The Limits of Legitimate Power
The Caine Mutiny illustrates
the limits of legitimate power
in organizations. Captain
Queeg (Humphrey Bogart,
seated left) asked his crew to
do more than they were
willing to follow, so they
staged a mutiny.

Archive Photos
Reward and Coercive Power
Power that achieves compliance based on
the ability to distribute rewards that others
view as valuable
 Coercive Power: the opposite of reward
power: the power that is based on fear of
negative results.

Sources of Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Archive Photos

Referent Power
Expert Power


Influence is based on special skills or
knowledge
Referent Power


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



The desire to please…
Information and Power


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



Coping with uncertainty
– Those who know how to cope with organizational
uncertainties gain power
» Prevention
» Forecasting
» Absorption
Contingencies of Power
Sources
Of Power

Power
over others
Contingencies
Of Power
Substitutability
Centrality
Discretion
Visibility
Increasing Nonsubstitutability
Differentiation

Controlling
Tasks

Increasing
Nonsubstitutability
Controlling
Labour

Controlling
Knowledge
Consequences of Power
Sources
of Power
Expert
Power
Referent
Power
Legitimate
Power

Consequences
of Power

Commitment

Compliance

Reward
Power
Coercive
Power

Resistance
Sexual Harassment and Power






Harasser stereotypes the victim as subservient
and powerless
Harasser threatens job security or safety
through coercive or legitimate power
Hostile work environment harassment
continues when the victim lacks power to stop
the behaviour
Office Romance and Power
Co-workers believe that employees in
relationships abuse their power to favour
each other.
 Higher risk of sexual harassment when
relationship breaks off.

Organizational Politics


Attempts to influence others using
discretionary behaviours to promote
personal objectives
– Discretionary behaviours — neither explicitly
prescribed nor prohibited



Politics may be good or bad for the
organization
Extent to Which Political Activity is Likely (range 0-3)

Organizational Politics: More Likely at
the Top
(1.22)

Political activity
is perceived to
increase at higher
organizational levels

1.3
1.2
1.1
1.0
.9

(1.07)

(.73)

.8
.7

(.50)

.6

(.54)

.5
.4
.3

(.18)

.2
.1
Production and Clerical and Technical and
Lower
Middle
Upper
blue collar
white collar professional management management management

Organizational Level
Types of Organizational
Politics
Managing
impressions

Creating
obligations

Attacking and
blaming

Types of
Organizational
Politics

Cultivating
networks

Controlling
information

Forming
coalitions
Impression management








Conformity: agreeing with another’s opinion to get their
approval
Excuses: Explanations of a predicament-creating event aimed at
minimizing the apparent severity of the predicament
Apologies: Admitting responsibility for an undesirable event
and simultaneously seeking to get a pardon for the action
Acclamations: Explanation of favourable events to maximize the
desirable implications for oneself.
Flattery: Complimenting others on their virtues in an effort to
make oneself appear perceptive and likeable
Favours: Doing something nice for someone to gain that
person’s approval
Association: Enhancing or protecting one’s image by managing
information about people and things with which one is
associated.
It was
John’s fault

You
scratch my
back…

Attacking and
blaming
I thought

you
knew…
Creating
obligations

Types of
Organizational
Politics

Cultivating
networks

Look who
I know…

Controlling
information

Forming
coalitions

We agreed
that…
Conditions for Organizational
Politics
Personal
Characteristics

Scarce
Resources

Conditions
Supporting
Organizational
Politics
Tolerance of
Politics

Complex and
Ambiguous
Decisions
Conditions for Organizational
Internal
Politics
Perceived
locus of

alternatives?

control
Personal
Characteristics

Deceit is
appropriate

Conditions
Supporting
Organizational
Politics

Tolerance of
Politics

It works here

Scarce
Resources

Zero-sum
rewards

Complex and
Ambiguous
Decisions

Democratic
decision making
Political Antics Top the “Most Unethical
List”: Survey Results
Potentially
Situation

Gender discrimination
in recruitment or hiring
Arrangements with vendors
leading to personal gain
Nonperformance factors
used in appraisals
Gender discrimination
in compensation
Not maintaining
confidentiality
Using discipline
inconsistently
Gender discrimination
in promotion
Sexual
harassment
Allowing differences in pay
due to friendships
Hiring, training, or promoting
based on favouritism

political
behaviours

(22.6)
(23.1)
(23.5)

(25.8)
(26.4)
(26.9)
(26.9)
(28.4)
(30.7)
(30.7)
0

5
10
15
20
25
30
35
Percentage Responding with a 4 or 5 on a five-Point Scale
Measuring Degree of Seriousness (where 5=“very great”)
Controlling Political Behaviour
Provide
Sufficient
Resources

Remove
Political Norms

Introduce
Clear Rules

Hire
Low-Politics
Employees

Free Flowing
Information

Increase
Opportunities
for Dialogue

Manage Change
Effectively

Peer Pressure
Against Politics

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Power and politics

  • 1. 12 C H A P T E R T W E L V E Organizational Power and Politics
  • 2. Suggested topics Describe a time when you had to deal with “organizational politics”.  Describe a situation where you saw evidence of power or influence being used in an organization  Describe a time when someone influenced you to act a particular way or do a particular thing that you would not of otherwise done. 
  • 3. Power Empowerment How to get it How to use it …without abusing it
  • 4. Definition A “four letter word”?  Influence?  Control over others?  Being able to get things done?  ?????? 
  • 5. A shifting definition… Reflects the new “reality” of organizations  A new definition of “employee” 
  • 6. The Meaning of Power Power is the capacity of a person, team, or organization to influence others. – The potential to influence others – People have power they don’t use and may not know they possess – Power requires one person’s perception of dependence on another person Southland Times, New Zealand
  • 7. Why does having power matter? With power you can…  Intercede favorably on behalf of someone in trouble  Get a desirable placement for a talented subordinate  Get approval for expenditures beyond the budget  Get items on and off agendas  Get fast access to decision makers  Maintain regular, frequent contact with decision makers  Acquire early information about decisions and policy shifts
  • 8. The goal? Overcome feelings of powerlessness  Convert power effectively into interpersonal influences in ways that avoid the abuse of power 
  • 9. To empower yourself To facilitate the empowerment of others
  • 10. Relationship Among Social Influence, Power, and Politics Capacity to exert influence Organizational politics Use of power for personal interests Power Successful Social influence Unsuccessful
  • 11. Power and Dependence Person B’s counterpowe r over Person A Person B Person A Person A’s power over Person B Person B’s Goals
  • 12. Types of Individual Power: A Summary Individual Power Position Power • Legitimate power • Reward power • Coercive power Personal Power • Referent power • Expert power
  • 13. Model of Power in Organizations Sources Of Power Legitimate Reward Coercive Expert Referent Power over Others Contingencies Of Power
  • 14. Legitimate Power One’s structural position  The power a person receives as a result of his or her position in the formal hierarchy of an organization 
  • 15. The Limits of Legitimate Power The Caine Mutiny illustrates the limits of legitimate power in organizations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny. Archive Photos
  • 16. Reward and Coercive Power Power that achieves compliance based on the ability to distribute rewards that others view as valuable  Coercive Power: the opposite of reward power: the power that is based on fear of negative results. 
  • 17. Sources of Power Legitimate Power Reward Power Coercive Power Expert Power Archive Photos Referent Power
  • 18. Expert Power  Influence is based on special skills or knowledge
  • 19. Referent Power  Influence is based on possession by an individual of desirable resources or personal traits  The desire to please…
  • 20. Information and Power  Control over information flow – Based on legitimate power – Relates to formal communication network – Common in centralized structures (wheel pattern)  Coping with uncertainty – Those who know how to cope with organizational uncertainties gain power » Prevention » Forecasting » Absorption
  • 21. Contingencies of Power Sources Of Power Power over others Contingencies Of Power Substitutability Centrality Discretion Visibility
  • 23. Consequences of Power Sources of Power Expert Power Referent Power Legitimate Power Consequences of Power Commitment Compliance Reward Power Coercive Power Resistance
  • 24. Sexual Harassment and Power    Harasser stereotypes the victim as subservient and powerless Harasser threatens job security or safety through coercive or legitimate power Hostile work environment harassment continues when the victim lacks power to stop the behaviour
  • 25. Office Romance and Power Co-workers believe that employees in relationships abuse their power to favour each other.  Higher risk of sexual harassment when relationship breaks off. 
  • 26. Organizational Politics  Attempts to influence others using discretionary behaviours to promote personal objectives – Discretionary behaviours — neither explicitly prescribed nor prohibited  Politics may be good or bad for the organization
  • 27. Extent to Which Political Activity is Likely (range 0-3) Organizational Politics: More Likely at the Top (1.22) Political activity is perceived to increase at higher organizational levels 1.3 1.2 1.1 1.0 .9 (1.07) (.73) .8 .7 (.50) .6 (.54) .5 .4 .3 (.18) .2 .1 Production and Clerical and Technical and Lower Middle Upper blue collar white collar professional management management management Organizational Level
  • 28. Types of Organizational Politics Managing impressions Creating obligations Attacking and blaming Types of Organizational Politics Cultivating networks Controlling information Forming coalitions
  • 29. Impression management        Conformity: agreeing with another’s opinion to get their approval Excuses: Explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament Apologies: Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action Acclamations: Explanation of favourable events to maximize the desirable implications for oneself. Flattery: Complimenting others on their virtues in an effort to make oneself appear perceptive and likeable Favours: Doing something nice for someone to gain that person’s approval Association: Enhancing or protecting one’s image by managing information about people and things with which one is associated.
  • 30. It was John’s fault You scratch my back… Attacking and blaming I thought you knew… Creating obligations Types of Organizational Politics Cultivating networks Look who I know… Controlling information Forming coalitions We agreed that…
  • 32. Conditions for Organizational Internal Politics Perceived locus of alternatives? control Personal Characteristics Deceit is appropriate Conditions Supporting Organizational Politics Tolerance of Politics It works here Scarce Resources Zero-sum rewards Complex and Ambiguous Decisions Democratic decision making
  • 33. Political Antics Top the “Most Unethical List”: Survey Results Potentially Situation Gender discrimination in recruitment or hiring Arrangements with vendors leading to personal gain Nonperformance factors used in appraisals Gender discrimination in compensation Not maintaining confidentiality Using discipline inconsistently Gender discrimination in promotion Sexual harassment Allowing differences in pay due to friendships Hiring, training, or promoting based on favouritism political behaviours (22.6) (23.1) (23.5) (25.8) (26.4) (26.9) (26.9) (28.4) (30.7) (30.7) 0 5 10 15 20 25 30 35 Percentage Responding with a 4 or 5 on a five-Point Scale Measuring Degree of Seriousness (where 5=“very great”)
  • 34. Controlling Political Behaviour Provide Sufficient Resources Remove Political Norms Introduce Clear Rules Hire Low-Politics Employees Free Flowing Information Increase Opportunities for Dialogue Manage Change Effectively Peer Pressure Against Politics