This document discusses organizational politics and political behavior. It defines organizational politics as the use of power and influence in organizations, and political behavior as actions taken to influence others that are not officially sanctioned. Conditions that encourage political activity include unclear goals, autocratic decision-making, ambiguous lines of authority, scarce resources, and uncertainty. The document then discusses influence tactics such as rational persuasion, ingratiation, consultation, and inspirational appeals. It also covers political skill, managing political behavior, empowerment, and effectively using power.

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Political Behavior in OrganizationsPolitical Behavior in Organizations
Organizational Politics -Organizational Politics - the use of
power and influence in organizations
Political Behavior -Political Behavior - actions not
officially sanctioned by an organization
that are taken to influence others in
order to meet one’s personal goals

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Conditions EncouragingConditions Encouraging
Political ActivityPolitical Activity
• Unclear goals
• Autocratic decision
making
• Ambiguous lines of
authority
• Scarce resources
• Uncertainty
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Effective Political CharacteristicsEffective Political Characteristics
What characteristics
do effective political
actors possess?
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Influence TacticsInfluence Tactics
Upward Influence:
the boss
Downward Influence:
an employee
Lateral
Influence:
a coworker
Pressure
Upward appeals
Exchange tactics
Coalition
Ingratiation
Rational persuasion
Inspirational appeals
Consultation

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Most Effective Tactic:Most Effective Tactic:
Influence by Rational PersuasionInfluence by Rational Persuasion
The person uses logical
arguments and factual
evidence to persuade you
that a proposal or request is
viable and likely to result in
the attainment of task
objectives.
This new procedure will
save us over $150,000.
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Effective Tactic:Effective Tactic:
Influence by IngratiationInfluence by Ingratiation
The person seeks to
get you in a good
mood or to think
favorably of him or her
before asking you to
do something.
SOURCE: Information on slides 23-27 from the first two columns from G. Yuki and C. M.
Falbe. “Influence Tactics and Objectives in Upward, Downward, and Lateral Influence
Attempts.” Journal of Applied Psychology 75 (1990): 132-140. Copyright © 1990 by the
American Psychological Association. Reprinted with permission.
Only you can do this job right!
Photos courtesy of Clips Online
©2008 Microsoft Corporation

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Frequently Used Tactic:Frequently Used Tactic:
Influence by ConsultationInfluence by Consultation
The person seeks
your participation in
making a decision or
planning how to
implement a proposed
strategy, policy, or
change.
This new attendance plan is
controversial. How can we
make it more acceptable?
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Frequently Used Tactic:Frequently Used Tactic:
Influence by Inspirational AppealsInfluence by Inspirational Appeals
The person makes an
emotional request or proposal
that arouses enthusiasm by
appealing to your values and
ideals, or by increasing your
confidence that you can do it.
Getting that account will be tough,
but I know you can do it.
Photos courtesy of Clips Online ©2008 Microsoft Corporation

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Political SkillPolitical Skill
Political Skill -Political Skill - ability to get things done
through favorable interpersonal
relationships outside of formally
prescribed organizational mechanisms
Social astuteness (intelligence)
Interpersonal influence
Networking ability
Sincerity
Learned
traits
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Managing Political BehaviorManaging Political Behavior
• Maintain open communication
• Clarify performance expectations
• Use participative management
• Encourage cooperation among work
groups
• Manage scarce resources well
• Provide a supportive organizational
climate

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Managing Up: The BossManaging Up: The Boss
Understand Your Boss
and Her/his Context
 Her/his goals and
objectives
 The pressures on her
 Her strengths,
weaknesses, blind
spots
 Her preferred work
style
Assess Yourself
and Your Needs
 Your own strengths
and weaknesses
 Your personal style
 Your predisposition
toward dependence on
authority figures

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Managing Up: The BossManaging Up: The Boss
SOURCE: Information on slides 29-30 adapted and reprinted by permission of Harvard
Business Review. From “Managing Your Boss,” by J. J. Gabarro and J. P. Kotter, (May-
June 1993): p. 155. Copyright© 1993 by the Harvard Business School Publishing
Corporation; all rights reserved.
Develop and Maintain a Relationship that
• Fits both your needs and styles
• Is characterized by mutual expectations
• Keeps your boss informed
• Is based on dependability and honesty
• Selectively uses your boss’s time and resources

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Sharing Power: EmpowermentSharing Power: Empowerment
EmpowermentEmpowerment --
sharing power in such a
way that individuals learn
to believe in their ability
to do the job!

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Empowerment’s Four DimensionsEmpowerment’s Four Dimensions
Meaning –Meaning – fit between
the work role and the
employee’s values and
beliefs
Self-determination -Self-determination -
having control over the
way one does one’s
work
Impact -Impact - belief that
one’s job makes a
difference within the
organization
Competence -Competence - belief
that one has the ability
to do the job well
EE2s2s

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Guidelines for EmpoweringGuidelines for Empowering
• Express confidence in employees
• Set high performance expectations
• Create opportunities for participative
decision making
• Remove bureaucratic constraints that
stifle autonomy
• Set inspirational and meaningful goals

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Sydney Finkelstein (Dartmouth University):Sydney Finkelstein (Dartmouth University):
Why Executives FailWhy Executives Fail
• See themselves and their companies as
dominant, without peers
• Think they have all the answers
• Eliminate those not 100% behind them
• Rely on what worked for them in the past
• No clear boundaries between personal
interests and corporate interests

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Kotter:Using Power EffectivelyKotter:Using Power Effectively
• Use power in ethical ways(utilitarian outcomes,
individual rights, distributive justice)
• Understand and use all of the various types of
power and influence
• Seek out jobs that allow you to develop your
power skills
• Use power tempered by maturity and self-control
• Accept that influencing people is an important
part of the management job