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Power
- 1. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S
- 2. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S
- 3. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S
- 4. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S WHAT DO THEY HAVE IN COMMON DURING THEIR TERM? WERPA
- 5. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S POWER The ability to get someone to do something you want done. The ability to make things happen in the way you want.
- 6. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S INFLUENCE Expressed by others’ behavioral response to your exercise of power.
- 7. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S INTERDEPENDENCE All elements of an organization, as open systems, are influenced by each other.
- 8. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S SOURCE OF POWER POSITION
- 9. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S SOURCES OF POWER • Control over resources • Control over decision-making processes and information
- 10. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S TACTICS IN INCREASING POWER
- 11. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S –Provide resources to others –Create dependencies –Take responsibility for areas of high uncertainty –Build coalitions –Control decision processes
- 12. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S People will respond in one of three ways: COMMITMENT RESISTANCE COMPLIANCE
- 13. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S Legitimate Reward Coercive Referent Information Expert TYPES OF POSITION POWER
- 14. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S LEGITIMATE POWER
- 15. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S REWARD POWER
- 16. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S COERCIVE POWER
- 17. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S REFERENT POWER
- 18. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S EXPERT POWER
- 19. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S Coercive Base of Leader Power Reward Legitimate Expert Referent Mostly likely people response Resistance Compliance Commitment
- 20. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S SEAT WORK
- 21. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S
- 22. A H S Angadanan High School POLITICS AND GOVERNANCE CLIENT WILLIAM M. MALINAO, LPT, MBA SHS-Teacher II S H S If given a chance to assume government position, what would it be? Why? How are you going to exercise the power vested in you? • Is power always positive? Negative? Both? • What is the purpose of power?
Editor's Notes
- Why Power and Politics? To direct and control behavior of organizational members to achieve organizational goals
- power -- This refers to the means by which the influence is accomplished. Power motive defined as need to manipulate others and have superiority over them. Authority legitimizes and is a source of power. Authority is right to manipulate or change others. Power need not be legitimate
- Influence -- This refers to the outcome of an attempt to change someone’s behavior or attitude
- osition Derives from a person’s position within organizational hierarchy.
- Legitimate power The extent to which a manager can use subordinates’ internalized values or beliefs that the boss has the “right of command” to control their behavior. This power source stems from internalized values of other persons giving legitimate right to agent to influence them. Others feel the obligation to accept this power; it is identical to authority and closely aligned with reward and coercive power. It does not depend on relationship with others; rather on position or role the person holds.
- Reward power The extent to which a manager can use extrinsic and intrinsic rewards to control other people. Depends upon person’s ability and resources to reward others. Target of this power must value these rewards. In organization, managers have many potential rewards, e.g., pay increase, promotions, favourable work assignments, more responsibility, new equipment, praise, feedback, recognition, etc.
- Coercive power The extent to which a manager can deny desired rewards and administer punishment to control other people. This source of power depends on fear. People with coercive power have ability to inflict punishment or aversive sequences on other person or make threats about punishment. It has negative connotation and most commonly thought in terms of physical force.
- This power comes from desire on part of other person to identify with agent wielding power. Others grant this power because he is attractive and has desirable resources or personal characteristics, e.g., advertisers use celebrities, movie stars, sports figures the buying public identifies with. Timing is an interesting aspect of this. In organizational context, managers with referent power must be attractive to subordinates.
- Based on extent others attribute knowledge and expertise to power seeker. Experts are perceived to have knowledge or understanding in certain well-defined areas. All sources depend on target’s perceptions of agent to be credible, trustworthy and relevant. Credibility comes from having right credentials and display of tangible evidence of knowledge.