Meaning of Power and Politics; Bases or Sources of Power; Power Tactics; Meaning of Political Behavior; Impression Management Techniques.

1. Organizational BehaviorOrganizational Behavior
Power and Politics in OrganizationPower and Politics in Organization
Topics CoveredTopics Covered
●● Meaning ofMeaning of
Power and PoliticsPower and Politics
●● Bases or SourcesBases or Sources
of Powerof Power
●● Power TacticsPower Tactics
●● Meaning ofMeaning of
Political BehaviorPolitical Behavior
●● ImpressionImpression
ManagementManagement
TechniquesTechniques
Syed Md. Sajjad KabirSyed Md. Sajjad Kabir
Faculty, CU
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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2. PowerPower
The probability of imposingThe probability of imposing
one's will on the behavior ofone's will on the behavior of
others. The essence ofothers. The essence of
power is to control-over thepower is to control-over the
behavior of others.behavior of others.
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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3. PoliticsPolitics
Only powerful people can playOnly powerful people can play
politics and get away with it wheneverpolitics and get away with it whenever
we say- "There is a lot of politics inwe say- "There is a lot of politics in
this organization" We mean that‑this organization" We mean that‑
decisions are made on the basis of thedecisions are made on the basis of the
point of view of the powerful ratherpoint of view of the powerful rather
than what is just and fair.than what is just and fair.
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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4. BASES OR SOURCES OF POWERBASES OR SOURCES OF POWER
The bases or sources of power focus on theThe bases or sources of power focus on the
interpersonal relationship between manager and theinterpersonal relationship between manager and the
subordinates. French and Raven had identified fivesubordinates. French and Raven had identified five
several bases of power:several bases of power:
Coercive power:Coercive power: This source of powerThis source of power
depends on fear. The person has thedepends on fear. The person has the
ability to inflict (impose) punishment orability to inflict (impose) punishment or
aversive consequences on the other personaversive consequences on the other person
or to make threats that the other personor to make threats that the other person
believes will result in punishment orbelieves will result in punishment or
undesirable outcomes.undesirable outcomes.SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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5. BASES OR SOURCES OF POWERBASES OR SOURCES OF POWER
Reward power:Reward power: This source ofThis source of
power depends on the person'spower depends on the person's
having the ability and resources tohaving the ability and resources to
reward others. The opposite ofreward others. The opposite of
coercive power is reward power.coercive power is reward power.
Legitimate power:Legitimate power: The power aThe power a
person receives as a result of his orperson receives as a result of his or
her position in the formal hierarchyher position in the formal hierarchy
of an organization is legitimateof an organization is legitimate
power.power. SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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6. BASES OR SOURCES OF POWERBASES OR SOURCES OF POWER
Expert power:Expert power: It is more of aIt is more of a
personal power rather thanpersonal power rather than
organizational power and is theorganizational power and is the
ability to control another person'sability to control another person's
behavior through the possessionbehavior through the possession
of knowledge and expertise thatof knowledge and expertise that
the other person needs and doesthe other person needs and does
not possess himself.not possess himself.
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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7. BASES OR SOURCES OF POWERBASES OR SOURCES OF POWER
Referent power:Referent power: Its base isIts base is
identification with a person whoidentification with a person who
has desirable resources orhas desirable resources or
personal traits. Referent powerpersonal traits. Referent power
explains why celebrities are paidexplains why celebrities are paid
millions of dollars to endorsemillions of dollars to endorse
products in commercials.products in commercials.
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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8. POWER TACTICSPOWER TACTICS
Power tactics is to learn how employeesPower tactics is to learn how employees
translate their power bases into specifictranslate their power bases into specific
actions.actions.
1.1. Reason:Reason: Use of facts & data to make aUse of facts & data to make a
logical or rational presentation of ideas.logical or rational presentation of ideas.
2.2. Friendliness:Friendliness: Use of flattery, creation ofUse of flattery, creation of
goodwill, acting humble and beinggoodwill, acting humble and being
friendly prior to making a request.friendly prior to making a request.
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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9. 3.3. Coalition:Coalition: Getting the support ofGetting the support of
other people in the organization toother people in the organization to
back up the request.back up the request.
4.4. Bargaining:Bargaining: Use of negotiationUse of negotiation
through the exchange of benefitsthrough the exchange of benefits
or favors.or favors.
POWER TACTICSPOWER TACTICS
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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10. POWER TACTICSPOWER TACTICS
5.5. Assertiveness:Assertiveness: Use of a direct & forcefulUse of a direct & forceful
approach such as demanding complianceapproach such as demanding compliance
with request, repeating reminders,with request, repeating reminders,
ordering individuals to do what is askedordering individuals to do what is asked
and painting out that rules requireand painting out that rules require
compliance.compliance.
6.6. Higher authority:Higher authority: Getting the support ofGetting the support of
higher levels in the organization to backhigher levels in the organization to back
up requests.up requests.
7.7. Sanction:Sanction: Use of organizationallyUse of organizationally
derived rewards & punishments.derived rewards & punishments.SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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11. POLITICAL BEHAVIORPOLITICAL BEHAVIOR
Those activities that are notThose activities that are not
required as part of one'srequired as part of one's
formal role in the organization,formal role in the organization,
but that influence, or attemptbut that influence, or attempt
to influence, the distribution ofto influence, the distribution of
advantages and disadvantageadvantages and disadvantage
within the organization.within the organization.
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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12. IMPRESSION MANAGEMENTIMPRESSION MANAGEMENT
TECHNIQUESTECHNIQUES
Techniques used in impressionTechniques used in impression
management are:management are:
Conformity:Conformity: Agreeing with someone else'sAgreeing with someone else's
opinion in order to gain his or heropinion in order to gain his or her
approval.approval.
Excuses:Excuses: Explanations of a predicament-Explanations of a predicament-
creating event aimed at minimizing thecreating event aimed at minimizing the
apparent severity of the predicamentapparent severity of the predicament
(unfortunate position).(unfortunate position).SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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13. Apologies:Apologies: Admitting responsibilityAdmitting responsibility
for on undesirable event andfor on undesirable event and
simultaneously seeking to get a pardonsimultaneously seeking to get a pardon
for the action.for the action.
Acclaiming:Acclaiming: Explanation of favorableExplanation of favorable
events to maximize the desirableevents to maximize the desirable
implications for oneself.implications for oneself.
Flattery:Flattery: Complimenting othersComplimenting others
about their virtues in an effort to makeabout their virtues in an effort to make
oneself appear perceptive and likable.oneself appear perceptive and likable.
IMPRESSION MANAGEMENT (IM) TECHNIQUESIMPRESSION MANAGEMENT (IM) TECHNIQUES
SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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14. IMPRESSION MANAGEMENT (IM) TECHNIQUESIMPRESSION MANAGEMENT (IM) TECHNIQUES
Favors:Favors: Doing something niceDoing something nice
for someone to gain thatfor someone to gain that
person's approval.person's approval.
Association:Association: Enhancing orEnhancing or
protecting one's image byprotecting one's image by
managing information aboutmanaging information about
people and things with whichpeople and things with which
one is associated.one is associated.SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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15. SMS Kabir, smskabir@psy.jnu.ac.bd;SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.comsmskabir218@gmail.com
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