About your power and politics in an organization. how to respond to politics of an organization. how to use power in an organization downward, upward and lateral.

2. National College
OF business administration
& economics
WCC
GUIDED BY:
PROF. TAFZIL HUSSAIN
PRESENTED BY :
ABAID MALIK
SAAD-UR-REHMAN
ALI RAZA
FARIA ANWAAR

3. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
POWER AND POLITICS
Chapter 13
ORGANIZATIONAL
BEHAVIOUR
GROUP 2

4. TOPICS
Power
Bases of power
Power Tactics
Gender harassment
Politics
Causes & consequences
Employee responses
Impression management
Defensive behaviour
Roll No.
04
02
08
10
NAME
ABAID MALIK
SAAD-UR-REHMAN
ALI RAZA
FARIA ANWAAR
13–4NCBA&E

5. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
“POWER TENDS TO CORRUPT;
ABSOLUTE POWER CORRUPTS
ABSOLUTELY”

6. CHAPTER LEARNING OBJECTIVES
1. Origin of word politics
2. Define Power & Dependency
3. Contrasting leadership & Power
4. Describe the five bases of power in organisations.
5. Dependency: The Key To Power
6. Power Tactics.
7. Preferred Power Tactics by Influence Direction
8. Discuss the role of power in Gender harassment.
9. Politics: Power In Action
10.Politics in eye of beholder.
11.Causes & consequences of political behaviour.
12.Employee responses to organizational politics
13.Impression management (IM) & its techniques
14.Defensive behaviour
13–6NCBA&E

7. ORIGIN OF WORD POLITICS
The word politics comes from ancient Greece.
Its root is the word “polis”, which began to be used
about 2,800 years ago to denote a self-governing city
(city-state)
 POLIS – city-state
 POLITES – citizen
 POLITIKOS – politician
 POLITIKE – politics as the art of citizenship and
government
 POLITEIA – constitution, rules of politics
 POLITEUMA – political community, all those residents
who have full political rights
13–7NCBA&E

8. A DEFINITION OF POWER
POWER
A capacity that A has to influence the behavior of B
so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something
that B requires.
13–8NCBA&E

9. POWER AND DEPENDENCE
Person
A
Person
B’s goals
Person
B
Person B’s
counter power
over Person A
Person A’s
power over
Person B
13–9NCBA&E

10. CONTRASTING LEADERSHIP AND POWER
 LEADERSHIP
– Focuses on goal
achievement.
– Requires goal
compatibility with
followers.
– Focuses influence
downward.
 RESEARCH FOCUS
– Leadership styles
and relationships
with followers
 POWER
– Used as a means for
achieving goals.
– Requires follower
dependency.
– Used to gain lateral
and upward
influence.
 RESEARCH FOCUS
– Power tactics for
gaining compliance
13–10NCBA&E

11. Bases of Power
FORMAL POWER
Coercive
Reward
Legitimate
PERSONAL POWER
Expert
Referent
BASES OF POWER
11NCBA&E

12. BASES OF POWER: FORMAL POWER
• COERCIVE POWER
A power base dependent on fear.
• REWARD POWER
Compliance achieved based on
the ability to distribute rewards
that others view as valuable
FORMAL POWER
Is established by an individual’s position in an
organization; conveys the ability to coerce or
reward, from formal authority, or from control of
information.
• LEGITIMATE POWER
The power a person
receives as a result of
his or her position in the
formal hierarchy of an
organization.
13–12NCBA&E

13. Bases of Power: Personal Power
Expert Power
Influence based on special skills or knowledge.
Referent Power
Influence based on possession by an individual of
desirable resources or personal traits.
Power that comes from an individual’s unique
characteristics – these are the most effective
13–13NCBA&E

14. Dependency: The Key To Power
 The General Dependency Postulate
– The greater B’s dependency on A, the greater the
power A has over B.
– Possession/control of scarce organizational resources
that others need makes a manager powerful.
– Access to optional resources (e.g., multiple suppliers)
reduces the resource holder’s power.
 What Creates Dependency
– Importance of the resource to the organization
– Scarcity of the resource
– Non-substitutability of the resource
13–14NCBA&E

15. Power Tactics
Influence Tactics:
• Legitimacy
• Rational persuasion
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
Power Tactics
Ways in which
individuals translate
power bases into
specific actions.
13–15NCBA&E

16. Preferred Power Tactics by Influence Direction
E X H I B I T 13–1
Upward Influence Downward Influence Lateral Influence
Rational persuasion Rational persuasion Rational persuasion
Inspirational appeals Consultation
Pressure Ingratiation
Consultation Exchange
Ingratiation Legitimacy
Exchange Personal appeals
Legitimacy Coalitions
13–16NCBA&E

17. Factors Influencing the Choice and
Effectiveness of Power Tactics
 Sequencing of tactics
– Softer to harder tactics
works best.
 Skillful use of a tactic
– Experienced users are
more successful.
 Relative power of the tactic
user
– Some tactics work better
when applied downward.
 The type of request
attaching to the tactic
– Is the request legitimate?
 How the request is
perceived
– Is the request accepted
as ethical?
 The culture of the
organization
– Culture affects user’s
choice of tactic
 Country-specific cultural
factors
– Local values favor certain
tactics over others.
13–17NCBA&E

18. Power Tactics: From Most to Least Popular
13–18NCBA&E

19. Gender Harassment: Unequal Power in the
Workplace
Gender Harassment
 Unwelcome advances, requests for Gender favors, and other verbal or
physical conduct of a Gender nature.
» OR
 Any unwanted activity of a Gender nature that affects an individual’s
employment and creates a hostile work environment
• Overt actions, like unwanted touching, are relatively easy to spot
• Subtle actions, like jokes or looks, can cross over the line into
harassment
 Gender harassment isn’t about Physical relation – it is
about abusing an unequal power relationship
Harassment can damage the well-being of the individual, work
group, and organization
13–19NCBA&E

20. Steps for Managers to Take to Prevent
Gender Harassment
 Make sure a policy against it is in place.
 Ensure that employees will not encounter retaliation if
they file a complaint.
 Investigate every complaint and include the human
resource and legal departments.
 Make sure offenders are disciplined or terminated.
 Set up in-house seminars and training.
13–20NCBA&E

21. Politics: Power in Action
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.
Legitimate Political Behavior
Normal everyday politics.
Illegitimate Political Behavior
Extreme political behavior that violates the implied
rules of the game.
13–21NCBA&E

22. Politics Is in the Eye of the Beholder
13–22NCBA&E

23. Causes and Consequences of Political Behavior
 Factors that Influence Political Behavior
E X H I B I T 13-413–23NCBA&E

24. POLITICS IS A FACT OF LIFE IN ORGANIZATIONS
“People who ignore this fact of
life do so at their own peril”
13–24NCBA&E

25. Employee Responses to Organizational Politics
 Most employees have low to modest willingness
to play politics and have the following reactions
to politics:
E X H I B I T 13-5
13–25NCBA&E

26. Defensive Behaviors
E X H I B I T 13-6
Defensive Behaviors
Avoiding Action
• Over conforming
• Buck passing
• Playing dumb
• Stretching
• Stalling
Avoiding Blame
• Buffing
• Playing safe
• Justifying
• Scape-goating
• Misrepresenting
Avoiding Change
• Prevention
• Self-protection
E X H I B I T 14–6
13–26NCBA&E

27. Impression Management (IM)
 The process by which individuals attempt to
control the impression others form of them
 IM Techniques
– Conformity
– Favors
– Excuses
– Apologies
– Self-Promotion
– Enhancement
– Flattery
– Exemplification
E X H I B I T 13-7
13–27NCBA&E

28. Summary and Managerial Implications
 Increase your power by having others depend on
you more.
 Expert and referent power are far more effective
than is coercion.
– Greater employee motivation, performance,
commitment, and satisfaction
– Personal power basis, not organizational
 Effective managers accept the political nature of
organizations.
 Political smartness and IM can result in higher
evaluations, salary increases, and promotions.
13–28NCBA&E

29. 13–29NCBA&E