A fully overall chapter of power and politicals of organization behavior

1. 1Shaheed Benazir Bhutto University Naushahro Feroze Campus

2. Presented by:
Rashid Ali
16BS(it)17

3. ORGANIZATION BEHAVIOR
Power And Politics

4. Content
• Power
• Five base of power
• Power Tactics
• Sexual harassment
• Politics
• Politics Behavior
• Defensive Behavior
• Impression Management (IM)
4Shaheed Benazir Bhutto University Naushahro Feroze Campus

5. Power
• Power refers to the ownership of authority and effect over others.
• Power is a tool that, depending on how it's used, can lead to either
positive or negative outcomes in an organization.
• Two types of power.
• Formal Power
• Informal or Personal Power
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6. Five bases of Power
• In 1959, social psychologists John French and Bertram Raven identified
five bases of power:
• Legitimate.
• Reward.
• Expert.
• Referent.
• Coercive.
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7. 1. Legitimate Power
• Legitimate power is also known as positional power.
• power given to individuals easily by others, is called "authority".
• It's derived from the position a person holds in an organization's order.
• Job descriptions
• An example of legitimate power is that held by a company's CEO.
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8. 2. Expert power
• Knowledge is power.
• Expert power is derived from possessing knowledge or expertise in a
particular area.
• Such people are highly valued by organizations for their problem solving
skills.
• People who have expert power perform critical tasks and are therefore
deemed indispensable.
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9. Expert power (cont…)
• Possession of expert power is normally a stepping stone to other
sources of power such as legitimate power.
• For example, a person who holds expert power can be promoted to
senior management, thereby giving him legitimate power.
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10. 3. Referent Power
• Referent power is derived from the interpersonal relationships that a
person cultivates with other people in the organization.
• People keep reference power when others respect and like them.
• Referent power is also derived from personal connections that a person
has with key people in the organization's hierarchy, such as the CEO.
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11. Examples
• It's the perception of the personal relationships.
• Referent power are:
• Nationalism,
• patriotism,
• celebrities,
• widely-respected people.
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12. 4. Coercive Power
• Coercive power is derived from a person's ability to power others via
threats, punishments or agreements.
• Coercive power is the ability of a manager to force an employee to follow
an order by threatening the employee with punishment if the employee does
not submit with the order.
• Coercive power is, therefore, a person's ability to punish, fire or reprimand
another employee.
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13. Coercive Power (cont…)
• Coercive power helps control the behavior of employees by ensuring
that they observe to the organization's policies and norms.
• Examples of coercive power
• Threats of write-ups,
• Demotions,
• Pay cuts, layoffs,
• Terminations if employees don't follow orders.
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14. 5. Reward Power
• Reward power is simply the power of a manager to give some type of reward to an
employee as a means to influence the employee to act.
• Reward power arises from the ability of a person to impact the distribution of
reasons in an organization.
• Reward power, if used well, greatly motivates employees.
• But if it's applied through favoritism, reward power can greatly demoralize
employees and diminish their output.
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15. Reward Power (cont…)
Tangible
• Tangible rewards are physical
things like
• Monetary awards,
• wage or salary increases,
• bonuses, signs,
• Certificates, medals, gifts.
Intangible
• Intangible rewards are not
physical things, but can be more
effective like
• Praise,
• Positive feedback,
• Well-timed 'thank-you’.
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16. Power Tactics or Strategies
• Legitimacy
• Rational persuasion
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
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17. Power Tactics or Strategies (cont…)
• Legitimacy. Relying on your authority position or saying a request
accords with organizational policies or rules.
• Rational persuasion. Presenting logical arguments and factual
evidence to demonstrate a request is reasonable.
• Inspirational appeals. Developing emotional commitment by
appealing to a target’s values, needs, hopes, and aspirations.
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18. Power Tactics or Strategies (cont…)
Consultation. Increasing the target’s support by involving him or her in deciding
how you will accomplish your plan.
Exchange. Rewarding the target with benefits or favors in exchange for following a
request.
Personal appeals. Asking for compliance based on friendship or loyalty.
Ingratiation. Using flattery, praise, or friendly behavior prior to making a request.
Pressure. Using warnings, repeated demands, and threats.
Coalitions. Enlisting the aid or support of others to persuade the target to agree.
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19. 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 behavior.
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20. Office Romance and Power
• Co-workers believe that employees in
relationships abuse their power to
favor each other.
• Higher risk of sexual harassment
when relationship breaks off.
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21. Politics
• It is also known as office politics and organizational politics.
• It is the use of power and social networking within an organization to
achieve changes that benefit the organization or individuals within it.
• Influence by individuals may serve personal interests without regard to
their effect on the organization itself.
• Workplace politics is the process and behavior in human interactions
involving power and authority. ...
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22. Political Behavior
• Activities that are not required as part of one’s formal role in the
organization, but that influence, or attempt to influence, the
distribution of advantages or disadvantages within the organization
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23. Defensive Behaviors
Avoiding Action
• Overconforming
• Buck passing
• Playing dumb
• Stretching
• Stalling
Avoiding Blame
• Buffing
• Playing safe
• Justifying
• Scapegoating
• Misrepresenting
Avoiding Change
• Prevention
• Self-protection
It is defined as that behavior which occurs when an
individual perceives threat or anticipates threat in the group.
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24. Impression Management (IM)
• The process by which individuals attempt to control the
impression others form of them
• IM Techniques
• Conformity
• Excuses
• Apologies
•Self-Promotion
•Flattery
•Favors
•Association
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25. Conclusion
• Power is an authority.
• Power two ways positive and negative.
• Sexual harassment also a negative impact of power.
• Politics definitely depends on power.
• Defense is rights of everyone.
• Impression is important for management in organization behavior.
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