The document discusses organizational politics and power in three parts. First, it provides commentary on managers' views of politics and definitions of organizational politics. Second, it defines interpersonal power and the different bases of power. Third, it discusses managing power and politics, including principles of power management and a power perspective on management.

1. Politics And Power © 2006 R. Dunham / M. Maltarich

2. The Issues Comments on organizational politics and power Managers’ beliefs about organizational politics Definitions of organizational politics Definition of interpersonal power The bases of power Managing power & politics

3. Comments on Politics & Power “ Power is America’s last dirty word. It is easier to talk about money—and much easier to talk about sex—than it is to talk about power.” Kantor (1979) p. 65. “… those who love laws and sausages should not watch either being made…. We honor leaders for what they achieve, but we often prefer to close our eyes to the way they achieve it.” Pfeffer (1992) p. 33. “… the qualities required for leadership are not necessarily those that we would want our children to emulate—unless we wanted them to be leaders.” Pfeffer (1992) p. 33. Cont.

4. Comments on Politics & Power (Cont.) “…for many, the word “politics” has negative connotations associated with the misuse of power, secrecy and backroom deals. That of course may often be the reality, which only serves to obscure the idea of politics as a constructive organizational reality.” Butcher (2002) p. 40. We must “… distinguish between constructive and destructive politics, or more exactly, selfless and selfish motives… and… the difference between ethical and unethical means of achieving political goals.” Butcher (2002) p. 41-42.

5. Questions The existence of workplace politics is common to most organizations Successful executives must be good politicians You have to be political to get ahead in organizations Organizations free of politics are happier than those where there are a lot of politics Politics in organizations are detrimental to efficiency

6. A Survey on Organizational Politics (Gandz and Murray) 93%: The existence of workplace politics is common to most organizations 89%: Successful executives must be good politicians 70%: You have to be political to get ahead in organizations 59%: Organizations free of politics are happier than those where there are a lot of politics 55%: Politics in organizations are detrimental to efficiency Percent Agreeing with:

7. Definitions: Organizational Politics Pfeffer: “…organizational politics [is defined] as the exercise or use of power, with power being defined as a potential force” Butcher: “Organizational politics, therefore, refers to the constructive reconciliation of competing causes, and is central to managing” Mayes & Allen: “…the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through non-sanctioned influence means.” I’ll support your project if you support mine

8. Means/Ends Combinations MEANS ENDS Prescribed Non- prescribed Prescribed Non- Prescribed Nonpolitical Using unsanctioned methods to obtain sanctioned outcomes Using unsanctioned methods to obtain unsanctioned outcomes Using sanctioned methods to obtain unsanctioned outcomes

9. Interpersonal Power Definition: The ability to influence others and maintain control over your own fate

10. Bases Of Power Legitimate Reward Coercive Referent (charismatic) Expert Resource

11. Legitimate Power Exists when one person believes that another person has the right to influence him or her (authority)

12. Reward Power Exists when one person believes another person can and will provide or withhold rewards

13. Coercive Power Exists when one person believes another person can and will provide or withhold punishment

14. Referent (Charismatic) Power Exists when one person finds another attractive and wants to be associated with or affiliated with that person

15. Expert Power Exists when one person believes another person has desired expertise and is willing to share or withhold it

16. Resource Power Exists when one person believes that another person has desired (nonexpert) resources and is willing to share or withhold them

17. Principles of Power Power is perception based Power is relative Power bases must be coordinated Power is a double-edged sword (used and abused)

18. Organizational Power Management Empower to reward others Select & train for desired expertise Empower to punish others Assign to position of authority Select charismatic individual Provide resources to manage

19. Personal Power Management Acquire and make expertise known Show ability to provide or with-hold rewards Use & make authority known Show ability to provide or with-hold punishment Be a nice person Acquire and make resources known

20. The Constructive Politician (Butcher) Ambition to influence organization through ceaseless pursuit of his/her own agenda Establishing worthwhile causes Stimulating organic change Stealth & nominal adherence to procedure Relationship building Managing upwards Internal networking External networking

21. Management: A Power Perspective (Pfeffer) Decide on your goals Who is influential for achieving your goals? What are the views of the influential? How will they feel about what you want to do? What are the relative power & power bases of the influential? What are your power bases & what power can you develop? What bases of power & specific strategies & tactics are appropriate given the situation? Choose actions to achieve your goals

22. The Issues Comments on organizational politics and power Managers’ beliefs about organizational politics Definitions of organizational politics Definition of interpersonal power The bases of power Managing power & politics