The document discusses how power in organizations is linked to employees' ability to cope with uncertainty, centrality in work processes, and visibility. It also describes various types of coping activities such as prevention, information use, and absorption, as well as political behaviors that can be employed to gain or maintain power. Strategies mentioned include coalition-building and sponsorship, highlighting the dynamics between managers and staff.

1. CONTINGENCIES OF POWER

2. COPING WITH UNCERTAINTY
Employees that are most capable of
coping with uncertainty typically acquire
the power.

3. TYPES OF COPING ACTIVITIES
 By Prevention - reduces probability
that difficulty will arise
 By Information – using forecasting to
deal with unexpected events.
 By absorption – dealing with
uncertainty as it impacts the subunit.

4. CENTRALITY
Employees most central to the flow of
work typically acquire the power.

5. SUBSTITUTABILITY
Other employee’s ability to perform
activities of a particular employee
acquires power.

6. VISIBILITY
 ADD TEXT HERE
PRESENT!

7. POLITICAL BEHAVIOR
 Usually outside legitimate, recognized
power
 Designed to benefit an single employee
 Intentional and is designed to maintain
power

8. PLAYING POLITICS
 Insurgency Game – to resist authority
 Counterinsurgency Game
 Sponsorship Game – attaching oneself
to someone with power.
 Coalition-Building Game – form
alliance
BOSS

9. PLAYING POLITICS
 Line vs. Staff Games – managers vs
staff advisors
 Whistle-Blowing Game – played to
bring about organizational change