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Organizational Power and Politics 12 T  W  E  L  V  E C  H  A  P  T  E  R
Suggested topics ,[object Object],[object Object],[object Object]
Power Empowerment How to get it How to use it … without abusing it
Definition ,[object Object],[object Object],[object Object],[object Object],[object Object]
A shifting definition… ,[object Object],[object Object]
The Meaning of Power  ,[object Object],[object Object],[object Object],[object Object],Southland Times, New Zealand
Why does having power matter? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The goal? ,[object Object],[object Object]
Empowerment: To empower yourself To facilitate the empowerment of others To empower yourself To facilitate the empowerment of others
Relationship Among Social Influence, Power, and Politics Organizational politics Use of power for personal interests Capacity to exert influence Social influence Unsuccessful Successful Power
Power and Dependence Person B Person B’s counterpower over Person A Person A’s power over Person B Person A Person B’s Goals
Types of Individual Power: A Summary ,[object Object],[object Object],[object Object],[object Object],Individual Power ,[object Object],[object Object],[object Object]
Model of Power in Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],Sources Of Power Power over Others Contingencies Of Power
Legitimate Power ,[object Object],[object Object]
The Limits of Legitimate Power ,[object Object],Archive Photos
Reward and Coercive Power ,[object Object],[object Object]
Sources of Power Archive Photos Legitimate Power Reward Power Coercive Power Expert Power Referent Power
Expert Power ,[object Object]
Referent Power ,[object Object],[object Object]
Information and Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contingencies of Power ,[object Object],[object Object],[object Object],[object Object],Contingencies Of Power Power over others Sources Of Power
Increasing Nonsubstitutability Increasing Nonsubstitutability Controlling Tasks Controlling Knowledge Differentiation Controlling Labour
Consequences of Power Reward Power Legitimate Power Coercive Power Expert Power Referent Power Sources of Power Consequences of Power Commitment Resistance Compliance
Sexual Harassment and Power ,[object Object],[object Object],[object Object]
Office Romance and Power ,[object Object],[object Object]
Organizational Politics ,[object Object],[object Object],[object Object]
Organizational Politics: More Likely at the Top Extent to Which Political Activity is Likely (range 0-3) Production and blue collar Clerical and white collar Technical and professional Lower management Middle management Upper management 1.3 1.2 1.1 1.0 .9 .8 .7 .6 .5 .4 .3 .2 .1 Organizational Level (.18) (.50) (.54) (.73) (1.07) (1.22) Political  activity is perceived to increase at higher organizational levels
Types of Organizational Politics Types of Organizational Politics Managing impressions Attacking and blaming Creating obligations Cultivating networks Controlling information Forming coalitions
Impression management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Organizational Politics Attacking and blaming Creating obligations Cultivating networks Controlling information Forming coalitions It was John’s fault I thought you knew… We agreed that… Look who I know… You scratch my back…
Conditions for Organizational Politics Conditions Supporting Organizational  Politics Scarce Resources Complex and Ambiguous Decisions Personal Characteristics Tolerance of Politics
Conditions for Organizational Politics Conditions Supporting Organizational  Politics Scarce Resources Complex and Ambiguous Decisions Personal Characteristics Tolerance of Politics Deceit is appropriate Zero-sum rewards Internal locus of control Perceived alternatives? It works here Democratic decision making
Political Antics Top the “Most Unethical List”: Survey Results  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 0 5 10 15 20 25 30 35 Situation Percentage Responding with a 4 or 5 on a five-Point Scale Measuring 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) Potentially political behaviours
Controlling Political Behaviour Peer Pressure Against Politics Remove Political Norms Free Flowing Information Manage Change Effectively Provide Sufficient Resources Introduce Clear Rules Hire Low-Politics Employees Increase Opportunities for Dialogue

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Power

  • 1. Organizational Power and Politics 12 T W E L V E C H A P T E R
  • 2.
  • 3. Power Empowerment How to get it How to use it … without abusing it
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. Empowerment: To empower yourself To facilitate the empowerment of others To empower yourself To facilitate the empowerment of others
  • 10. Relationship Among Social Influence, Power, and Politics Organizational politics Use of power for personal interests Capacity to exert influence Social influence Unsuccessful Successful Power
  • 11. Power and Dependence Person B Person B’s counterpower over Person A Person A’s power over Person B Person A Person B’s Goals
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17. Sources of Power Archive Photos Legitimate Power Reward Power Coercive Power Expert Power Referent Power
  • 18.
  • 19.
  • 20.
  • 21.
  • 22. Increasing Nonsubstitutability Increasing Nonsubstitutability Controlling Tasks Controlling Knowledge Differentiation Controlling Labour
  • 23. Consequences of Power Reward Power Legitimate Power Coercive Power Expert Power Referent Power Sources of Power Consequences of Power Commitment Resistance Compliance
  • 24.
  • 25.
  • 26.
  • 27. Organizational Politics: More Likely at the Top Extent to Which Political Activity is Likely (range 0-3) Production and blue collar Clerical and white collar Technical and professional Lower management Middle management Upper management 1.3 1.2 1.1 1.0 .9 .8 .7 .6 .5 .4 .3 .2 .1 Organizational Level (.18) (.50) (.54) (.73) (1.07) (1.22) Political activity is perceived to increase at higher organizational levels
  • 28. Types of Organizational Politics Types of Organizational Politics Managing impressions Attacking and blaming Creating obligations Cultivating networks Controlling information Forming coalitions
  • 29.
  • 30. Types of Organizational Politics Attacking and blaming Creating obligations Cultivating networks Controlling information Forming coalitions It was John’s fault I thought you knew… We agreed that… Look who I know… You scratch my back…
  • 31. Conditions for Organizational Politics Conditions Supporting Organizational Politics Scarce Resources Complex and Ambiguous Decisions Personal Characteristics Tolerance of Politics
  • 32. Conditions for Organizational Politics Conditions Supporting Organizational Politics Scarce Resources Complex and Ambiguous Decisions Personal Characteristics Tolerance of Politics Deceit is appropriate Zero-sum rewards Internal locus of control Perceived alternatives? It works here Democratic decision making
  • 33. Political Antics Top the “Most Unethical List”: Survey Results 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 0 5 10 15 20 25 30 35 Situation Percentage Responding with a 4 or 5 on a five-Point Scale Measuring 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) Potentially political behaviours
  • 34. Controlling Political Behaviour Peer Pressure Against Politics Remove Political Norms Free Flowing Information Manage Change Effectively Provide Sufficient Resources Introduce Clear Rules Hire Low-Politics Employees Increase Opportunities for Dialogue