Power and politics

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  • Power and politics

    1. 1. Power and Political Behavior
    2. 2. Concept of PowerPower – the ability to influence another personInfluence – the process of affecting the thoughts, behavior, and feelings of another personAuthority – the right to influence another person
    3. 3. Concept of PowerZone of Indifference – the range in which attemptsto influence a person will be perceived as legitimateand will be acted on without a great deal of thought Zone of Indifference Managers strive to expand the zone of indifference Zone of Indifference
    4. 4. Sources of Organizational Power: InterpersonalReward Power – agent’s ability to control the rewards that the target wantsCoercive Power – agent’s ability to cause an unpleasant experience for a targetLegitimate Power – agent and target agree that agent has influential rights, based on position and mutual agreement
    5. 5. Sources of Organizational Power: InterpersonalReferent Power – based on interpersonal attractionExpert Power – agent has knowledge target needs
    6. 6. Which Power is Most Effective? Expert Power!• Strong relationship to performance & satisfaction• Transfers vital skills, abilities, and knowledge within the organization• Employees internalize what they observe & learn from managers they consider “experts”
    7. 7. Information PowerInformation Power – access to and control over important information• Formal/informal position in communication network• Interpreting information when passing it on (the spin)
    8. 8. Criteria for Using Power EthicallyDoes the behavior produce a goodoutcome for people both inside andoutside the organization?Does the behavior respect the rights of allparties?Does the behavior treat all partiesequitably and fairly?
    9. 9. Two Faces of Power Personal Power  used for personal gain Social Power  used to create motivation  used to accomplish group goals
    10. 10. Successful Power Users• Have high need for social power• Approach relationships with a communal orientation• Focus on needs and interests of others belief in the preference for authority work and system discipline belief in justice altruism
    11. 11. Sources of Organizational Power: Intergroup• Control of critical resources• Control of strategic contingencies – activities that other groups need to complete their tasks
    12. 12. Sources of Organizational Power: Intergroup• Ways groups hold power over other groups – Ability to cope with uncertainty – High degree of centrality - functionality central to organization’s success – Nonsubstitutability - group’s activities are indispensable
    13. 13. Power Analysis: A Broader View Organizational PowerCoercive Power – influence through threatof punishment, fear, or intimidationUtilitarian Power – influence throughrewards and benefitsNormative Power – influence throughknowledge of belonging, doing the rightthing
    14. 14. Power Analysis: A Broader View Organizational MembershipAlienative Membership – members feelhostile, negative, do not want to be thereCalculative Membership – membersweigh benefits and limitations of belongingMoral Membership – members havepositive organizational feelings; will denyown needs
    15. 15. Kanter’s Symbols of Power• Intercede for someone in trouble• Obtain placements for favored employees• Exceed budget limitations• Procure above-average raises for employees• Place items on meeting agendas• Access to early information• Have top managers seek out their opinion
    16. 16. Kanter’s Symbols of PowerlessnessTop Executives Staff Professionals• budget cuts • resistance to change• punishing behaviors • turf protection• top-down communicationsManagers First-line Supervisors• assign external attribution - • overly close supervision blame others or environment • inflexible adherence to rules • do job rather than train Key to overcoming powerlessness: share power and delegate decision making
    17. 17. Korda’s Power SymbolsPower – there are more people who inconvenience themselves on your behalf than there are people on whose behalf you would inconvenience yourselfStatus – a person’s relative standing in a group based on prestige and deference
    18. 18. Korda’s Power Symbols Size of desk Rectangular table Locked file cabinet FurnishingsTime Access Who has access to you? To whom do you have access?
    19. 19. Political Behavior in OrganizationsOrganizational Politics – the use of power and influence in organizationsPolitical Behavior – actions not officially sanctioned by an organization that are taken to influence others in order to meet one’s personal goals
    20. 20. Conditions Encouraging Political Activity• Unclear goals• Autocratic decision making• Ambiguous lines of authority• Scarce resources• Uncertainty
    21. 21. Effective Political CharacteristicsWhat characteristics doeffective political actors possess?
    22. 22. Influence TacticsConsultation Upward Influence:Inspirational appeals the bossRational persuasion LateralIngratiation Influence:Coalition a coworkerExchange tacticsUpward appeals Downward Influence:Pressure an employee
    23. 23. Influence by ConsultationThis new attendance plan is controversial.How can we make it more acceptable?The person seeks your participation in makinga decision or planning how to implement aproposed strategy, policy, or change.
    24. 24. Influence by Rational Persuasion This new procedure will save us over $150,000.The person uses logical arguments and factualevidence to persuade you that a proposal orrequest is viable and likely to result in theattainment of task objectives.
    25. 25. Influence by Inspirational AppealsGetting that account will betough, but I know you can do it. The person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals, or by increasing your confidence that you can do it.
    26. 26. Influence by Ingratiation Only you can do this job right!The person seeks to get you in a good mood orto think favorably of him or her before askingyou to do something.Information on slides 23-27 from the first two columns from G. Yuki and C. M. Falbe. “Influence Tactics and Objectives in Upward, Downward, andLateral Influence Attempts.” Journal of Applied Psychology 75 (1990): 132-140. Copyright © 1990 by the American Psychological Association.Reprinted with permission.
    27. 27. Managing Political Behavior• Maintain open communication• Clarify performance expectations• Use participative management• Encourage cooperation among work groups• Manage scarce resources well• Provide a supportive organizational climate
    28. 28. Managing Up: The BossUnderstand Your Boss Assess Yourself and Her Context and Your Needs Her goals and  Your own strengths objectives and weaknesses The pressures on her  Your personal style Her strengths,  Your predisposition weaknesses, blind toward dependence on spots authority figures Her preferred work style
    29. 29. Managing Up: The BossDevelop and Maintain a Relationship that • Fits both your needs and styles • Is characterized by mutual expectations • Keeps your boss informed • Is based on dependability and honesty • Selectively uses your boss’s time and resourcesSOURCE: Information on slides 29-30 adapted and reprinted by permission of Harvard Business Review. From J. J. Gabarro and J. P.Kotter, “Managing Your Boss,” Harvard Business Review (January-February 1980): 92-100. Copyright© 1980 by the Harvard BusinessSchool Publishing Corporation; all rights reserved.
    30. 30. Sharing Power: Empowerment Empowerment:sharing power in such away that individuals learn to believe in their ability to do the job!
    31. 31. Empowerment’s Four DimensionsMeaning – Competence –fit between the work belief that one hasrole and the the ability to do theemployee’s values job welland beliefs E2sSelf-determination – Impact – belief thathaving control over one’s job makes athe way one does difference within theone’s work organization
    32. 32. Guidelines for Empowering• Express confidence in employees• Set high performance expectations• Create opportunities for participative decision making• Remove bureaucratic constraints that stifle autonomy• Set inspirational and meaningful goals
    33. 33. Decision-Making Authority over Job Context Employee Empowerment Grid Implement Follow-up Point D Point E Mission Defining Self-management Alt. Choice Point C Participatory Alt. Eval Empowerment Alt. Dev Point A Point B No Discretion Task Setting Problem Id. Alt. Implement Problem Id. Alt. Dev Alt. Eval Choice Follow-up Copyright ©2006 by South-Western, a division of Decision-Making Authority over Job Content Thomson Learning. Amitai Etzioni, Modern Organizations, 1964, pp.... 59-61. Englewood Cliffs: Prentice Hall.
    34. 34. Finkelstein: Why Executives Fail• See themselves and their companies as dominant, without peers• Have all the answers• Eliminate those not 100% behind them• Rely on what worked in the past• No clear boundaries between personal interests and corporate interests
    35. 35. Using Power Effectively• Use power in ethical ways• Understand and use all of the various types of power and influence• Seek out jobs that allow you to develop your power skills• Use power tempered by maturity and self-control• Accept that influencing people is an important part of the management job

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