study material for management students

1. Organization Power and
Politics
Prof. Kanchan Kumari

2. What is organization power and politics?
 The term 'organizational politics', also known as workplace politics, refers to the
agenda of each employee within a company and the activities they engage in
to acquire, increase, and wield power and resources to gain a desired
outcome. Organizational politics is present in most organizations.
 Organizational power is the ability that you have to influence the behavior of
another stakeholder in your organization. Your power is measured by the extent
that you can use your influence to get that stakeholder to do something that he or
she would otherwise prefer not to do.

3. Sources and Classification of organization power and
politics
 Researchers identified six sources of power, which include
 legitimate
 reward
 coercive
 expert
 information
 referent . You might earn power from one source or all six depending on the
situation

4. Organization Power Tactics
 There are 9 organizational power tactics. These tactics are ways in which individuals
translate power bases into specific actions. The 9 influence tactics are legitimacy,
rational persuasion, inspirational appeals, consultation, exchange, personal
appeals, ingratiation, pressure and coalitions.
 There are plenty of examples of power tactics that are quite common and
employed every day. Some of these tactics include bullying, collaboration,
complaining, criticizing, demanding, disengaging, evading, inspiring,
manipulating, negotiating, socializing, arid supplicating.

5. Coalitions
 Coalition tactics refer to a group of individuals working together toward a
common goal to influence others. Common examples of coalitions within
organizations are unions that may threaten to strike if their demands are not met.
Coalitions also take advantage of peer pressure.
Example: 1.Reward power
2.Expert power

6. Organizational Politics
 The term 'organizational politics', also known as workplace politics, refers to the agenda of each
employee within a company and the activities they engage in to acquire, increase, and wield
power and resources to gain a desired outcome. Organizational politics is present in most
organizations.

7. People’s Response to Organizational
Politics

8. People’s Response to Organizational
Politics
 Decreases organizational commitment.
 It increases job stress.
 It decreases job satisfaction.

9. The Concept of Impressing
Management.
 Impression management is the sum total of actions we take — both consciously
and unconsciously — to influence how others perceive us. We often attempt to
manage how people see us to make us more likely to achieve our goals.
 Example: A person who only tells others of their achievements to appear successful.

10. Organizational Culture
 Organizational culture is the rules, values, beliefs, and philosophy that dictates
team members' behaviour in a company. The culture consists of an established
framework that guides workplace behaviour.
Examples: include integrity, teamwork, transparency, and accountability.

11. Dominant Culture
 A dominant culture is one that has established its own norms, values, and
preferences as the standard for an entire group of people.
 The dominant culture in a society is the group whose members are in the
majority or who wield more power than other groups. In the United States, the
dominant culture is that of white, middle-class, Protestant people of northern
European descent.

12. Strong vs Weak Cultures
 A strong culture is a set of habits, norms, expectations, traditions, symbols, values
and techniques that greatly influences the behaviour of its members. A weak
culture is a culture that is individualistic whereby norms, symbols and traditions
have little impact on behaviour.

13. Creating and Sustaining Culture
10 Must Do's for Creating and Sustaining a Strong Culture
1. Focus on the Positive. ...
2. Ensure Shared Values. ...
3. Give and Receive Feedback. ...
4. Follow-Through. ...
5. Care About Your Team Members. ...
6. Play to Strengths and Look for the Bright Spots. ...
7. Set Expectations. ...
8. Evaluate Processes and Procedures.

14. Employees Learning of The Culture
 Learning cultures are known for expanding employees' knowledge beyond their
daily job duties. By encouraging learning mindsets, learning cultures create teams
that embrace and thrive on innovation and risk-taking more and fear mistakes less.

15. Creating a Customer-Responsive Culture
1. Set team and individual performance goals.
2. Adopt automation.
3. Create an omni-channel support experience.
4. Use snippets, personalization tokens, and email templates.
5. Provide self-service resources.

16. Introduction to industrial psychology
 The specialty of industrial-organizational psychology (also called I/O psychology) is
characterized by the scientific study of human behaviour in organizations and
the work place.
 Industrial and organizational (I/O) psychologists focus on the behavior of
employees in the workplace. They apply psychological principles and research
methods to improve the overall work environment, including performance,
communication, professional satisfaction and safety.

17. Organizational Changes
 Organizational Change Management (OCM) is a framework for managing the
effect of new business processes, new technology, shifting economic
landscapes, or changes in organizational structure and culture within an
enterprise. Simply put, OCM addresses the people side of change.

18. Concept and Forces for Change
 every great change there is a series of motivating forces
 the internal factors and external pressures that create the need for change.
 These include geopolitical pressures, investor demands, workforce
expectations, and increasing uncertainty.

19. Managing Planned Changes
 Planned change requires managers to follow an eight‐step process for
successful implementations
1. Recognize the need for change. ...
2. Develop the goals of the change. ...
3. Select a change agent. ...
4. Diagnose the current climate. ...
5. Select an implementation method. ...
6. Develop a plan. ...
7. Implement the plan.

20. Resistance to Change

21. Approaches to Manage Organizational Change
 7 Strategies for Effectively Managing Organizational Change
• Put people first. ...
• Work with a change management model. ...
• Empower employees through communication. ...
• Activate leadership. ...
• Make change compelling and exciting. ...
• Pay attention to high and low points in momentum. ...
• Don't ignore resistance.

22. Organizational Development
 Organizational development is a planned, systematic change in the values or
operations of employees to create overall growth in a company or
organization. It differs from everyday operations and workflow improvements in
that it follows a specific protocol that management communicates clearly to all
employees.

23. Culture-Boundedness of Managing the Change

24. Thank You !
Prof. Kanchan Kumari