Power and Politics MGB 301 Professor KiYoung Lee Announcement • Display name tents • Final team project – Email Ronald the name of the organization your group chose by Monday Apr 10, 6:00pm – Submit one page summary of your project though UBlearns by Friday Apr 14, 6:00pm. – Sign up for meeting on Monday Apr 17. At the end of the class, let me know the time your group wants to meet with me or Ronald. 2 Power • Power – The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes • ___________: the key to power – B is dependent on A when A possesses something that B requires – Dependence increases when the resource you control is: • Important • Scarce • Nonsubstitutable 3 https://www.youtube.com/watch?v=2PjZAeiU7uM&list=PLZbXA4lyCtqp3QeQqHel-UoUErzCSSctn Bases of Power: Formal Power • Established by an individual’s position in an organization • Legitimate Power – The formal authority to control and use resources based on a person’s position in the formal hierarchy • Coercive Power – A power base dependent on fear of negative results – Ultimately, you can't build credibility with this type of power – Negatively related to satisfaction and commitment. • Reward Power – Compliance achieved based on the ability to distribute rewards that others view as valuable 4 Bases of Power: Personal Power • Power that comes from an individual’s unique characteristics – Expert Power: based on special skills or knowledge – _________ Power • based on identification with an individual who has desirable resources or personal traits • Out of admiration of another and a desire to be like that person (with charisma, integrity, and other positive qualities) • These are more effective form of power than formal power influencing satisfaction with supervision, org’l commitment, and performance. 5 Power Tactics • Power Tactics – Ways in which individuals translate power bases into specific actions • Legitimacy • Rational persuasion* • Inspirational appeals* • Consultation* • Exchange • Personal appeals • Ingratiation • Pressure • Coalitions * Most effective (Pressure is the least effective) 6 How Power Affects People • Power leads people to place their own interests ahead of others. • The powerful pay less attention to others, so are more vulnerable to stereotyping (Fiske, 1993). • The powerful impose more strict moral standards on others than themselves. • It is important that organizations help leaders feel socially connected with subordinates, and develop empathy. Hiring leaders with moral identity is also advised. 13-7 7 • Power can energize and increase approach motivation. - Act powerful to be powerful and successful (3:40-) http://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=en Politics: Power in Action • Political Behavior – Activities that are not required as part of one’s formal role in the organizatio.

1. Power and Politics
MGB 301
Professor KiYoung Lee
Announcement
• Display name tents
• Final team project
– Email Ronald the name of the organization your group chose
by Monday Apr 10, 6:00pm
– Submit one page summary of your project though UBlearns by
Friday Apr 14, 6:00pm.
– Sign up for meeting on Monday Apr 17. At the end of the
class, let me know the time your group wants to meet with me
or Ronald.
2
Power
• Power
– The capacity that A has to influence the behavior of B so

2. that B acts in accordance with A’s wishes
• ___________: the key to power
– B is dependent on A when A possesses something that B
requires
– Dependence increases when the resource you control is:
• Important
• Scarce
• Nonsubstitutable
3
https://www.youtube.com/watch?v=2PjZAeiU7uM&list=PLZbX
A4lyCtqp3QeQqHel-UoUErzCSSctn
Bases of Power: Formal Power
• Established by an individual’s
position in an organization
• Legitimate Power
– The formal authority to control and
use resources based on a person’s
position in the formal hierarchy
• Coercive Power
– A power base dependent on fear of
negative results
– Ultimately, you can't build credibility

3. with this type of power
– Negatively related to satisfaction and
commitment.
• Reward Power
– Compliance achieved based on the
ability to distribute rewards that
others view as valuable 4
Bases of Power: Personal Power
• Power that comes from an individual’s unique characteristics
– Expert Power: based on special skills or knowledge
– _________ Power
• based on identification with an individual who has desirable
resources or
personal traits
• Out of admiration of another and a desire to be like that
person (with
charisma, integrity, and other positive qualities)
• These are more effective form of power than formal power
influencing satisfaction with supervision, org’l commitment,
and performance. 5
Power Tactics

4. • Power Tactics
– Ways in which individuals translate power bases into
specific actions
• Legitimacy
• Rational persuasion*
• Inspirational appeals*
• Consultation*
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
* Most effective
(Pressure is the least effective)
6
How Power Affects People
• Power leads people to place their own interests ahead of
others.
• The powerful pay less attention to others, so are more
vulnerable to stereotyping (Fiske, 1993).
• The powerful impose more strict moral standards on others
than
themselves.
• It is important that organizations help leaders feel socially

5. connected with subordinates, and develop empathy. Hiring
leaders with moral identity is also advised.
13-7
7
• Power can energize and increase
approach motivation.
- Act powerful to be powerful and successful
(3:40-)
http://www.ted.com/talks/amy_cuddy_your_body_language_sha
pes_who_you_are?language=en
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
– Encompasses efforts to influence decision making goals,
criteria, or processes.
– Includes such behaviors as withholding information,
whistle blowing, spreading rumors, and leaking
confidential information.
• Impression management (IM) – the process by which
individuals attempt to control the impression others form of
them.

6. – Conformity, exemplification, self-promotion, flattery etc.
Employee Responses to Organizational Politics
• Most employees have low to modest willingness to play
politics
and have the following reactions to politics:
• Employee job satisfaction decreases when they perceive their
coworkers OCB is self-serving (Tepper et al., 2004)
Sexual Harassment
• Sexual Harassment:
– Any unwanted activity of a sexual nature that affects an
individual’s
employment and creates a hostile work environment
– Between 25 and 40 percent of individuals report being
sexually
harassed at work.
• Sexual harassment isn’t about sex – it is about abusing an
unequal __________ relationship
– Harassment can damage the well-being of the individual, work
group, and organization
– Coworkers are often aware of colleagues’ experiences with
sexual
harassment and that incidents of sexual harassment in a group

7. may create a generally stressful environment that others in the
work group also experience (Glomb et al., 1997)
– General or ambient level of sexual harassment in a work
group
decreases team cohesion and financial performance (Raver &
Gelfand,
2005)
https://www.youtube.com/watch?v=jXQTSmeoeV8
Hello, please respond 2 of your colleagues' postings in one or
more of the following ways:
· Ask a probing question.
· Share an insight from having read your colleague’s posting.
· Offer and support an opinion.
· Validate an idea with your own experience.
· Make a suggestion.
· Expand on your colleague’s posting.
· 200 words in each respond
Don’t forget the reference!
Student #1
Networked computers and communications systems are now
part of the daily life of a significant percentage of the public all
over the world because we are in a new era of computerization.
Arguably, the most crucial importance to the development of the
public policy choice that fueled this increase in networked
computing was the introduction of public access to the Internet.
The Internet, as described by Kurose & Ross (2013) is a
worldwide computer network which provides a host of
communication and information capabilities, that is made up of
interconnected networks using standardized communication
protocols. The Clinton–Gore White House showed a high level
of symbolic support for “information superhighways” which

8. contributed to the popularization of the interest in the public
access to the Internet, as well as the enthusiasm of Technology
Journalists, business, and entertainment. The possibilities of the
widespread public access to the Internet enabled significant
developments in many applications, including electronic
commerce (eCommerce), Electronic Publishing, distance
learning like the Walden DIT program, virtual communities, and
digital libraries. According to Noam (1995), the evolution of
these new applications raised a lot of important questions and
arguments about the social changes that could arise as a result
of the widespread public use of the internet. Most of the
arguments centered around whether electronic commerce, as
portrayed by eBay and Amazon.com could gradually drive away
the markets of physical stores. Noam (1995), further noted that
many people also wondered whether widespread distance
learning such as the programs in online Universities could
provide new opportunities for an inexpensive and convenient
home education that could become attractive enough to reduce
the enthusiasm for place-based colleges and universities
rapidly. Harnad (1991) and Fuller (1995) were concerned about
the rapid development of electronic journals serving as a low-
cost alternative to the increasingly expensive print journals.
Furthermore, they pondered whether digital libraries would
reduce the need for “brick and mortar” libraries and also the
threat to community life if most social activities were to move
from face-to-face, place-based settings to online forums.
For the last 25 years, the relationships between social change
and information and communication technologies (ICTs) has
been substantially analyzed and empirically researched with the
help of all these discussions and questions. According to Kling
(2000), Social Informatics is the research body that examines
the uses, design, and consequences of ICTs in ways that take
into consideration their interaction with cultural and
institutional contexts. Kling (2000), further noted that the key
themes of their research included the importance of social
contexts and work processes, sociotechnical networks, public

9. access to information, and social infrastructure for computing
support.
The discussions and assessments from the past seven weeks
course will enable me to apply social change and illustrate some
of the key ideas from the social informatics research. For
example, creating reliable, secure, fast, and safe computer
networks in my workplace and customer sites because the
number one priority in any organization should be to monitor its
systems for potential unauthorized access and various other
attacks to safeguard sensitive information. The provision of
scientific or electronic communication via electronic journals,
brochures, and articles on our corporate website educates
visitors to our website on information such as the vast
prevalence of Ransomware, how to avoid Ransomware and the
importance of not paying the Ransome. My organization offers
complimentary WiFi access to the Internet to visitors to our
offices. By providing this free WiFi, my company found that the
time customers spent on our premises significantly increased
and it, in turn, increased the business relationships, which then
translated to a rise in the amount customers spent on our
products and services. According to a WBDG report by
Heerwagen, Kelly, & Kampschroer (2016), as collaboration and
cooperative activity becomes more prevalent, workers need
well-developed social skills or "emotional labor" as their report
called it. Heerwagen, Kelly, & Kampschroer (2016), found that
good social skills are necessary for teamwork, collaboration,
relationship development, networking, learning, and growth. As
a result, with internet accessibility, my organization developed
a virtual community on the intranet which is a private network
based on TCP/IP protocols where employees can resolve
conflicts, improve negotiation skills, share relevant information
and learn not only through formal training but relationships
with coworkers.
References
Fuller, S. (1995). Cyberplatonism: An Inadequate Constitution
for the Republic of Science. The Information Society, 11(4),

10. 293–303.
Harnad, S. (1991). Post-Gutenberg Galaxy: The Fourth
Revolution in the Means of Production of
Knowledge. Public-Access Computer Systems Review, 2(1), 39–
53.
Student #2
Technology has changed the way we all conduct or daily
business at work and are away from work. Rather it be,
you telework from home or check that important email from
work while home off hours. The Internet has changed how
business are done from the private sector to the federal
government. The Internet makes it possible for people who
thought a degree was out of the question possible now. I took
my first web base course while pursuing my Bachelors Degree
from University of Maryland in 1999. The Internet has changed
the ways we communicate where a phone call seems the thing of
the past when I can instance message the person. The Twenty
First Century requires a new breed of leaders who understand
this social change. For the federal government, folks get into
these position and cannot adapt to them, but they do not try to
learn, or move along within the organization by getting
promoted and it bottle necks the higher positions, by stopping
someone who is trying to make it to the highest possible rank
before retiring.
I work for Department of Treasury Information Technology
Department. Provide support to executive department, Internal
Revenue Service (IRS), Secret Service, and other Departmental
Office throughout the United States and CONUS. The federal
government believes in four organizational units of learning:
Individual, Team, Organizational, and Inter-Organizational.
The organizational learning within the federal government
differs between agencies. For this agency, the process of
change is dependent upon experience of the individuals. An
individual learning new technology that increases their skills
brings it back to share with other team members (Gratton &

11. Erickson, 2007). In my opinion, everyone should be afforded
the opportunity of learning the technology as long as it falls in
line with the work that you are doing.
Individual learning is what can be done online through
CBT, Skill Port, etc. . Someone can possibly learn something
from these training aids, but for me On-The-Job (OTJ) is more
efficient than sitting behind a computer and clicking next to a
PowerPoint slide . If you have a person who has all the
knowledge of a project and does not share that information or
have it documented, this is a one-stop shop for disaster because
if that person leaves or is out of work, the project fails (Moley,
Furco, & Reed, 2008). If you keep everyone informed and
involved, you have a higher return rate of employees looking
forward to coming to work.
Another learning done is group learning. Today
technology, the group does not have to be in the same building,
city, or state. Different types of technology allow this to
happen. For instance, you have Cisco WebEx, Adobe Connect,
etc. allow group to acquire, share, and combine knowledge
through experience with one another. For instance, agency I
work for group leaning is big for my shop. We have new
equipment that needs to deploy that involves configure a new
switch, router, firewall, etc. Someone assigned the job and
soon as they are finished, sent to the next team member to
verify the configurations are correct and nothing missing.
Working together as a team allows for sharing their knowledge
and learning from others.
Organizational learning happens in all agencies. The
speed at which it happens varies. Agency seems to move at a
snail pace and when the Intelligence Agencies that I have
worked for in the past, moves a much faster pace. The key here
is to adapt to changing environments.
Inter Organizational Learning is working with different
agencies departments, sharing knowledge, and gaining
knowledge (Ammons & Roenigk, 2014). An example of this
would be working for the Intelligence Agency (CIA) and

12. resolving a network issue of gaining access to information on
another intelligence agency network (NSA). By working with
their IT Department and gaining knowledge they are sharing
along with the knowledge you are providing, both are learning
about the different networks. For instance, at Department of
Treasury because they have issues with webcasting to the IRS
due to firewall rules in place at the IRS. Instead of working
with IRS IT Department to fix the issue, the answer I receive is
it’s their problem do not work with them. For me, that is the
wrong solution.
Social change that I have learned from this course that I
can apply to the organization I work for is, everyone opinion
matters as long as you have the facts to back it up. Not
everyone knows everything. When it comes to how a network is
setup and how it is running, I feel that I can bring benefit on
how it can be improved. I came here after working on
intelligence agency networks for 15 years. The experienced I
learned from working with routers, switches, routing protocols,
firewalls, Taclanes, Video Teleconference Networks, etc., feel
that I have the knowledge to share with others as long as they
are willing to listing. For me though, I do not believe they are
keen on social change. They feel as long as it working do not
bother it instead of looking for ways to improve the network.
References
Ammons, D. N., & Roenigk, D. J. (2014). Benchmarking and
Interorganizational Learning in Local Government.
http://dx.doi.org/10.1093
Gratton, L., & Erickson, T. J. (2007). Eight Ways to Build
Collaborative Teams. Retrieved from
https://hbr.org/2007/11/eight-ways-to-build-collaborative-teams
Organizational Culture

13. MGB 301
Professor KiYoung Lee
Announcement
• Display name tents
• Final team project
– Choice of an organization for analysis
– Submit one page summary of your project though UBlearns by
this Friday Apr 14, 6:00pm.
– Check meeting time and be on time for your meeting with
me/Ronald on Monday Apr 17. Please wait outside before
your meeting time.
2
“I haven’t got time for this culture fluff.
I’ve got a business to run.”
Organizational Culture
• What is organizational culture? (textbook; Watkins, 2013)
– “I can’t define it, but I know it when I see it”

14. – “Culture is how organizations ‘do things’.”
– “Organizational culture is civilization in the workplace.”
– “Culture is the organization’s immune system.”
– “Organizational culture defines a jointly shared
description of an organization from within.”
4
Common Characteristics of Org’l Culture
• Org’l culture is descriptive (not normative)
• Seven primary characteristics
1. Innovation and risk taking
2. Attention to detail
3. Outcome orientation
4. People orientation
5. Team orientation
6. Aggressiveness
7. Stability
5
“They give fantastic training and truly
want you to succeed as an individual. The
culture in the plant is very positive and I
feel like everyone wants to help one
another.“ (Procter & Gamble Process Engineer)

15. "Everyone shares a common goal to make
the best products for the consumer, and it
shows in most every conversation you
have." (Apple Software Engineering Manager)
“It would certainly be much easier and
socially cohesive to just compromise and
not debate, but that may lead to the
wrong decision.” (Tony Galbato, Amazon vice president for
human resources)
6
Culture Scavenger Hunt Exercise
Organizational Culture
The beliefs, philosophies, and norms that a
company explicitly states
Taken-for-granted beliefs and philosophies
that are so ingrained that employees simply
act on them rather than questioning the
validity of their behavior in a given situation
The manifestations of an organization’s
culture that employees can easily see or talk
about
Observable Artifacts

16. Symbols
Physical structures
Open corporate culture of IDEO and Costco
Languages Stories
Rituals
Customer orientation of Yum Brands
New Belgium Brewing conveys the
importance of both employees and
company’s products
Rituals
Dick Costolo at Twitter Tea Time
updates employees on what’s going
on and answer questions
Functions of Org’l Culture
1. Defines the boundary between one
organization and others
2. Conveys a sense of identity for its members
3. Facilitates the generation of commitment to
something larger than self-interest

17. 4. Serves as a sense-making and control
mechanism for fitting employees in the
organization
5. Many business success stories due to
excellent organizational cultures
11
https://www.youtube.com/watch?v=DYA_ivyj3kE&nohtml5=Fal
se
OS_Scene13.wmv
Culture as a Liability
• Institutionalization
– A company can become institutionalized where
it is valued for itself and not for the goods and
services it provides
• Barrier to change
– Occurs when culture’s values are not aligned
with the values necessary for rapid change
• Barrier to diversity
– Strong cultures put considerable pressure on
employees to conform, which may lead to
institutionalized bias
• Barrier to acquisitions and mergers
– Incompatible cultures can destroy an otherwise
successful merger 12

18. How Organizational Cultures Form
13
https://www.youtube.com/watch?v=AbFIPc34AJ8