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Power
Anup K Singh, PhD
The Ignored Leadership Field
Leadership is About
 Diagnosing the problem effectively
 Making decision
 Implementing decision
 Living with consequen...
Implementing Decision is Difficult
Because
 Leaders are interdependent
 Leaders face diversity of views and
personalitie...
Towards Power, Some Managers
Have
 Ambivalence
 Naivety
 Cynicism
 Helplessness
 Conflict avoidance tendency
Incidence of Power and
Politics
 Top management – highest
 Middle management – moderate
 Lower management – low
 Sales...
Influence
 The process of changing the behaviour
of A by B in the desired direction
Power
 The ability of A to influence the
behaviour of B
Politics
 Interaction among different players
wielding the power and pursuing their
goals and interests
Ethics
Consideration of right and wrong, public
and private good, fair and foul, truth and
deception
Power, Ethics and Politics (PEP)
The use of influence by leaders to
execute decisions and understanding of
underlying orga...
Metaphor
All the world's a stage, And
all the men and women
merely players; They have
their exits and their
entrances
Going Beyond Metaphor
 It means that the ideas are
presented not as metaphors useful
for descriptions but also for
explan...
Network
Political System
 Interests and rights
 Power
 Hidden agendas
and back room
deals
 Authority
 Alliances
 Party-line
...
Prison
Psychic Prisons
 Conscious &
unconscious
processes
 Repression &
regression
 Ego
 Denial
 Projection, coping
& defenc...
Instruments of Domination
 Alienation
 Repression
 Imposing values
 Compliance
 Charisma
 Maintenance of
power
 For...
Values
Cliques
Commitment
Roles
StructurePolicies
Conflicting Interests
Systems
Beliefs
Self-Interest
Emotions
Team Spirit...
Two Models Of Organisational Life
ORGANI SATI ONAL
CHARACTERI STI CS
RATI ONAL MODEL POLI TI CAL MODEL
GOALS CONSISTENT AL...
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Power, ethics and politics

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This presentation describes power and political behaviour in organisations

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Power, ethics and politics

  1. 1. Power Anup K Singh, PhD The Ignored Leadership Field
  2. 2. Leadership is About  Diagnosing the problem effectively  Making decision  Implementing decision  Living with consequences and going past them
  3. 3. Implementing Decision is Difficult Because  Leaders are interdependent  Leaders face diversity of views and personalities  Leaders do not have all power to implement their solutions  There are always limited resources  Business reality is dynamic  People also look for the gratification of their self-interest
  4. 4. Towards Power, Some Managers Have  Ambivalence  Naivety  Cynicism  Helplessness  Conflict avoidance tendency
  5. 5. Incidence of Power and Politics  Top management – highest  Middle management – moderate  Lower management – low  Sales and marketing – high  Board – high  R&D – low  F&A - low
  6. 6. Influence  The process of changing the behaviour of A by B in the desired direction
  7. 7. Power  The ability of A to influence the behaviour of B
  8. 8. Politics  Interaction among different players wielding the power and pursuing their goals and interests
  9. 9. Ethics Consideration of right and wrong, public and private good, fair and foul, truth and deception
  10. 10. Power, Ethics and Politics (PEP) The use of influence by leaders to execute decisions and understanding of underlying organisational dynamics while maintaining high ethical standards
  11. 11. Metaphor All the world's a stage, And all the men and women merely players; They have their exits and their entrances
  12. 12. Going Beyond Metaphor  It means that the ideas are presented not as metaphors useful for descriptions but also for explanation, prediction and norm setting
  13. 13. Network
  14. 14. Political System  Interests and rights  Power  Hidden agendas and back room deals  Authority  Alliances  Party-line  Censorship  Gatekeepers  Leaders  Conflict management
  15. 15. Prison
  16. 16. Psychic Prisons  Conscious & unconscious processes  Repression & regression  Ego  Denial  Projection, coping & defence mechanisms  Pain & pleasure principle  Dysfunction  Workaholics
  17. 17. Instruments of Domination  Alienation  Repression  Imposing values  Compliance  Charisma  Maintenance of power  Force  Exploitation  Divide and rule  Discrimination  Corporate interest
  18. 18. Values Cliques Commitment Roles StructurePolicies Conflicting Interests Systems Beliefs Self-Interest Emotions Team Spirit Targets Attitudes FORMAL INFORMAL
  19. 19. Two Models Of Organisational Life ORGANI SATI ONAL CHARACTERI STI CS RATI ONAL MODEL POLI TI CAL MODEL GOALS CONSISTENT ALONG MEMBERS PLURALISTIC, INCONSISTENT POWER & CONTROL CENTRALIZED COALITION AND INTEREST GROUPS DECI SI ON MAKI NG LOGICAL, RATIONAL PULL & PUSH, BARGAINING RULES AND NORMS NORMS OF OPTIMIZATION CONFLICTING I DEOLOGY EFFICIENCY, EFFECTIVENESS STRUGGLE, WINNERS AND LOSER

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