Power and politics
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This document discusses power and politics in organizations. It defines power as the ability to influence others to act in ways they otherwise would not. Power comes from sources like rewards, punishments, authority, charisma, expertise, and information. Politics involves using power to influence decisions and achieve preferred outcomes when the results are uncertain. Politics exists in organizations because people have different goals, resources are limited, and outcomes are not always clear. This leads to coalitions, disagreement, bargaining, and a need for power and influence to determine winners and losers.
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The document discusses power, politics, and influence in organizations. It defines power as the ability to influence decisions and control resources, and organizational politics as informal approaches to gaining power through means other than merit. The document outlines sources of power for individuals, such as power granted by an organization through one's position or power stemming from one's expertise. It also discusses empowerment, political behavior in organizations, influence tactics, and how to control dysfunctional politics.
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3) Politics in organizations involves using power to influence decisions and advantage in non-sanctioned ways. Most political actions are legitimate everyday behaviors while extreme actions risk sanctions.
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Power refers to the ability to influence others. Sources of power in organizations include control over rewards, punishments, expertise, and resources. Expert power tends to be the most effective because it transfers knowledge and skills. Political behavior involves using power and influence to achieve personal goals and is more common when goals and authority are unclear. Effective political actors maintain open communication, clarify expectations, and encourage cooperation. Managing one's boss involves understanding their goals and style while developing a dependable relationship. Empowerment involves sharing power so employees believe in their ability to perform well and make an impact. Power is used most ethically when focused on group goals through participation and respecting others.
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The document discusses power and politics in organizations. It defines power as the capacity to influence others, which depends on others' perception of dependence. Power can be formal, based on one's position, or informal, based on personal attributes. Organizational politics involves intentional acts to further self-interest and can be influenced by individual factors like need for power and organizational factors like unclear systems. While politics can threaten employees and performance, it can also help with change and substituting for formal authority. Impression management techniques are used to control how others perceive oneself.
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Power is the potential ability to influence others and get things done in an organization. It is an unavoidable presence and central to political behavior. Power comes from control over resources, information, and formal authority. There are various types of individual power including position power from roles/titles and personal power from attributes. Organizational politics are more likely at higher levels where there is more disagreement, diversity, scarcity, and competing interests. Political strategies can be used to attain power but should satisfy criteria of outcomes, rights, and justice to be considered ethical.
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Power and politics
Power refers to the ability to influence others. Sources of power in organizations include control over rewards, punishments, expertise, and resources. Expert power tends to be the most effective because it transfers knowledge and skills. Political behavior involves using power and influence to achieve personal goals and is more common when goals and authority are unclear. Effective political actors maintain open communication, clarify expectations, and encourage cooperation. Managing one's boss involves understanding their goals and style while developing a dependable relationship. Empowerment involves sharing power so employees believe in their ability to perform well and make an impact. Power is used most ethically when focused on group goals through participation and respecting others.
Power and politics
This document discusses organizational power and politics. It defines power as the capacity to influence others and identifies different types of power including legitimate power from one's position, reward power from distributing rewards, coercive power from threats, expert power from special skills or knowledge, and referent power from desirable personal traits. Organizational politics involves discretionary behaviors to promote personal objectives, like impression management, creating obligations, attacking others, cultivating networks, and controlling information. Conditions that support politics include scarce resources, complex decisions, tolerance of politics in the organization, and a perception that politics is necessary. The document outlines ways to control political behaviors like providing sufficient resources, establishing clear rules, hiring employees less inclined to politics, and managing change effectively.
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This document discusses power, politics, and leadership in organizations. It defines different types of power including position power, personal power, power from ownership, providing resources, capitalizing on opportunities, managing critical problems, and being close to those in power. It also discusses empowering leadership practices like fostering initiative, linking work to goals, providing information, allowing choice in methods, and continuing leadership. Finally, it examines factors that contribute to organizational politics like pyramid structures, subjective performance standards, uncertainty, and insecurity, as well as both ethical and unethical political tactics and strategies.
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This document discusses influence, power, and politics within organizations. It defines social influence as attempts to affect others, power as the potential to influence others, and organizational politics as uses of power for personal interests rather than organizational goals. It examines different types of power like reward, coercive, legitimate, and referent power. It also outlines various political tactics used within organizations like controlling information and developing support bases. Finally, it discusses how to limit political behavior and determine ethical actions within organizational politics.
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The document discusses power and politics in organizations. It defines power as the capacity to influence others, which depends on others' perception of dependence. Power can be formal, based on one's position, or informal, based on personal attributes. Organizational politics involves intentional acts to further self-interest and can be influenced by individual factors like need for power and organizational factors like unclear systems. While politics can threaten employees and performance, it can also help with change and substituting for formal authority. Impression management techniques are used to control how others perceive oneself.
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This document discusses influence, empowerment, and politics in organizations. It covers several topics:
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2. Sources of power in organizations including position power, personal power, and different bases of social power.
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Power refers to the ability to influence others and is used to achieve goals and gain influence. There are different types of power including legitimate power from one's position, reward power to give rewards, coercive power to punish, information power from controlling information, referent power from personality, and expert power from knowledge. Politics involves intentional acts to enhance self-interest and occurs due to limited resources, different goals and unknown outcomes. Political tactics include attacking others, creating a favorable image, and forming alliances. Factors influencing political behavior include individual efficiency and needs as well as organizational competition and pressures. Political games are played at all levels to resist or counter authority, enhance power, and defeat rivals. Managing power and politics requires recognizing their influence
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Power refers to the ability to influence others and direct their actions. Organizational politics involve activities managers engage in to increase their power and achieve goals, using specific political strategies and tactics. While politics can be negative, it also allows for needed change. Effective political skills include gaining power through building relationships with superiors and coworkers, and avoiding blunders that erode power. Power and politics are inevitable in organizations, and can be used for either selfish or mutual benefits.
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types of power exercised by management , employee, factors affecting power, advantages, disadvantages, importance, types of politics, factors ,advantages, disadvantages summary,
Power and politics
This document discusses power and politics in organizations. It defines power as the ability to influence others and carry out one's own will, and discusses the various bases of power including coercive, reward, legitimate, referent, and expert power. Organizational politics is defined as the process where individuals use power to influence decisions in their own self-interest. Factors that influence political behavior include things like expectations of success, personality traits, and ambiguity in organizational structures and processes.
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This document discusses power and politics in organizations. It defines power as the ability to influence another person or group's behavior. Power comes from various sources like the ability to reward or punish, legitimate authority, charisma, expertise, or information. Politics involves using power to influence decisions and achieve desired outcomes when the outcomes are uncertain. Organizational politics can be modeled as either rational, where goals are clear and decisions are logical, or political, where goals are unclear and power/influence are needed due to disagreement, conflict, and imperfect information. While power and politics often have negative connotations, they can also be used positively by managers to control resources and promote organizational goals.
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The document defines power as the capacity for an individual (A) to influence another individual (B) to act according to A's wishes through B's dependency on resources controlled by A. It contrasts leadership, which focuses on goal achievement through compatible goals and downward influence, with power, which is used as a means to achieve goals through the dependency of followers and lateral and upward influence. The bases of power discussed include coercive, reward, legitimate, information, expert, referent, charismatic, and power through coalitions. Dependency is key to power, with greater dependency resulting in greater power over individuals. Politics in organizations involves behaviors to influence resource distributions that are not formally required but affect advantages and disadvantages.
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This document provides an overview of a presentation on power and politics in organizations. It discusses various bases of power, tactics for using power, empowerment, the difference between legitimate and illegitimate political behavior, factors that contribute to political behavior, and strategies for countering the effects of politics. The presentation covers topics such as dependency as the key to power, Maccoby's four political types, and how perception of organizational politics can impact job satisfaction, stress, and employee turnover.
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Organizational politics involve unofficial efforts to influence an organization and achieve goals. There are good and bad forms of politics. Good politics includes managing impressions and controlling information to ethically build support for ideas. Bad politics includes attacking others and controlling information. Politics is an important force within organizations and how individuals and groups seek and maintain power. Successful managers are those who are not only technically competent but understand politics.
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This document discusses power and politics in organizations. It defines power as the ability to influence others' behavior to act according to one's wishes. There are five bases of power: coercive, reward, legitimate, expert, and referent. It also distinguishes between "power to" which is empowerment, versus "power over" others. Politics in organizations involves activities to influence the distribution of advantages that are not formally required, and three questions can help determine the ethics of political actions: if they serve self-interest over organizational goals, respect individuals' rights, and are fair.
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Power refers to the ability to influence others based on their dependence. Dependence increases when a resource is important, scarce, and non-substitutable. There are various bases of power including formal power, coercive power, reward power, legitimate power, expert power, and referent power. Influence tactics are used to translate power into actions and include rational persuasion, inspiration, consultation, and pressure. Organizational politics can arise when resources are scarce and decisions are complex, and can lead to defensive behaviors by employees like avoidance and impression management.
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This document discusses power and politics. It defines power as the ability to influence others and discusses different types of power including coercive power (based on fear), reward power (based on distributing rewards), legitimate power (based on hierarchy position), expert power (based on skills/knowledge), and referent power (based on admiration). It also discusses politics in organizations, strategies for gaining and maintaining power such as building relationships and avoiding mistakes, and the ethics of behaving politically by considering self-interest, fairness, and respect for others.
Leadership ch04
This document discusses leadership and influence, specifically power and politics. It defines influence as the process of affecting others' attitudes and behaviors to achieve objectives. It explains different types of power leaders can possess, such as position power, personal power, legitimate power, reward power, coercive power, referent power, expert power, information power, and connection power. The document provides strategies for leaders to increase each type of power and discusses how power can be gained and lost over time.
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This document defines and contrasts the concepts of power and leadership. It discusses that power is the ability to influence others to achieve goals, while leadership focuses on downward influence. The bases of power are described as formal power derived from one's position, as well as personal powers like coercive power through fear, reward power using incentives, legitimate power from authority, expert power from knowledge, and referent power from personality and abilities. The document also covers power tactics like legitimacy, persuasion, and pressure that are used politically within an organization to gain advantages, though political behaviors are not formally part of employees' jobs.
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Power & politics
Power refers to the ability to influence others through control of resources. It is an exchange relationship between an agent with power and a target to be influenced. Politics in organizations involves using power and social networks to benefit individuals or the organization. Organizational politics arises due to limited resources, ambiguous goals and decisions, and changing environments. It can have negative consequences like low job satisfaction, high stress, and goal displacement if used for personal gain rather than organizational objectives. Managing politics involves clearly defining jobs and rules to reduce ambiguity and favoritism, and ensuring rewards are based on objective performance criteria rather than political behavior.
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Power is the potential ability to influence others and get things done in an organization. It is an unavoidable presence and central to political behavior. Power comes from control over resources, information, and formal authority. There are various types of individual power including position power from roles/titles and personal power from attributes. Organizational politics are more likely at higher levels where there is more disagreement, diversity, scarcity, and competing interests. Political strategies can be used to attain power but should satisfy criteria of outcomes, rights, and justice to be considered ethical.
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This document discusses power and politics in organizations. It defines power as the ability to influence others and get them to do something they otherwise would not. The sources of power include physical power, resource power from controlling valued resources, position power from one's formal role, expert power from special expertise, personal power or charisma, and negative power to disrupt. Unseen methods of influencing others are through manipulating the physical and social environment, magnetism from personal qualities, and organizational politics involving activities to develop power for preferred outcomes. Organizations tend to be more political around scarce resources, ambiguous decisions and goals, complex technology, external changes, and threats to the status quo.
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The document discusses power and politics in organizations. It defines power as the ability to influence others and achieve desired outcomes. There are two main types of power: formal power derived from one's position or role, and personal power stemming from individual attributes. Formal power includes coercive, reward, legitimate, and information power. Politics refers to activities used to influence decisions and gain advantages outside of one's formal job duties. Organizational politics can be both legitimate and illegitimate depending on whether means conform to organizational rules. Perceptions of politics in the workplace can negatively impact employee satisfaction if not properly managed.
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Organizations are social units structured to meet goals. They have management hierarchies that divide roles and responsibilities. Organizational politics refers to how competing interests are reconciled through non-rational processes. Authority is a manager's right to issue orders and see compliance, and comes from traditional norms, legal positions, or charisma. Power is the ability to influence others and make concerns count, and can involve coercion, rewards, or legitimacy. In organizations, politics involves maneuvering for responsibilities, rewards, and resources through impression management, extra-role relationships, coalitions, and bargaining.
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A presentation on how managers acquire and use power in organisations and the impact of both power and politics in such organisations
Ob12 14st
The document defines power as the capacity to influence another's behavior to act according to one's wishes. It contrasts leadership, which focuses on goal achievement and compatibility, with power, which is used as a means to achieve goals and requires follower dependency. There are different bases of power, including reward, coercive, legitimate, expert, and referent power. Dependency on the power holder is key to their power. Coalitions can help maximize influence. Sexual harassment and politics involve the use of power in organizations, with political behavior defined as non-required activities that influence resource distribution. Factors like impression management also influence political behaviors.
Power module VII.ppt OND SDJ KS,DJ. CDKF
Organizational power refers to the ability to influence others and get things done within an organization. There are several key aspects of organizational power:
1) Power comes from one's potential to influence others, the level of dependence others have on that person, the discretion others have over their own behavior, and the reciprocal nature of power relationships within an organization.
2) The main sources of power are legitimate power (from one's formal position), reward power (ability to distribute rewards), coercive power (ability to impose punishments), expert power (special skills or knowledge), and referent power (personal admiration and respect from others).
3) Power differs from authority in that authority is based on one's formal
Power
The document discusses organizational power and politics. It defines power as the capacity to influence others and discusses the various sources of power like legitimate power from one's position, and referent power from personal traits. It also examines conditions that support organizational politics like scarce resources, complex decisions, and a tolerance for politics within the organization. Political behaviors seen as unethical include favoritism, inconsistent discipline, and using non-performance factors in appraisals.
Power and politics and Work groups and teams
This document discusses power and politics in organizations and factors that influence work team effectiveness. Regarding power and politics, it defines different types of power, how power can be used ethically, and the relationship between power and organizational politics. It also differentiates between work groups and teams and identifies five key factors that influence team effectiveness: team orientation, team leadership, mutual performance monitoring, backup behavior, and adaptability. The conclusion reflects on examples from the author's experience to illustrate how these concepts impacted outcomes in their organization.
Power,Politics and Conflict Organizational behaviour
1. Power is defined as the capacity to influence others and affect organizational outcomes. There are various bases of power including formal power derived from one's position, as well as informal power sources like expertise, relationships, and fear/rewards.
2. Political behavior in organizations aims to acquire and use power to influence outcomes. While some see it as undesirable, others argue it can be ethical if it respects all parties' rights and principles of justice.
3. Conflict in organizations is inevitable and can be functional if it improves performance, but dysfunctional if it hinders goals. Managing conflict requires open communication and potentially restructuring relationships or access to resources.
Politics & Power.pptx
This document discusses organizational power and politics. It defines power as the capacity to influence others and notes that power requires one person's perception of dependence on another. Power in organizations can come from one's position, ability to reward or punish others, expertise, or personal likability. Power is used to overcome feelings of powerlessness or to influence outcomes in personal interests. Organizational politics involves discretionary behaviors to promote personal goals. Conditions like scarce resources, ambiguous decisions, and tolerance of politics can support political behaviors within organizations. Controlling such behaviors may involve peer pressure, transparency, clear rules, resources, and dialogue.
Power & politics in organizations
Power refers to the ability to influence others and make things happen according to one's will. There are various sources of power in organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Managers acquire power through their position, expertise, visibility, and expanding their networks. Empowerment involves helping employees acquire power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Managing politics effectively involves establishing credibility, building support networks, implementing clear policies, and acting consistently.
REPORT-IN-ADS-505 powerponit presentation
The document summarizes sections 7.4-7.7 from a graduate school course on sources of power and influence. It discusses how power is the ability to influence others and get things done, and influence is the capacity to affect others. It then examines the sources of power like position, charisma, relationships, information, expertise, punishment, and rewards. The document also explores how power is acquired and lost over time through social exchanges. Finally, it considers the appropriate amount of power a leader should have and the need to balance power with listening to others and gaining team contributions.
ower and politics.pptx
This document discusses power and politics in organizations. It defines power as the ability to influence others and notes that power occurs in relationships between an agent and target. Power has several characteristics, including dependency relationships and being specific in nature. Power derives from various interpersonal sources and bases. Politics refers to how people gain and use power in organizations through activities like reciprocity, networking, and coalitions. Political behavior stems from factors like organizational culture and scarce resources. Limiting political behavior requires reducing uncertainty, open communication, and serving as a role model.
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Power,Politics and Conflict Organizational behaviour
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Power and politics
- 1. Power and Politics By Binod Hyoju
- 2. The Bright Side Managers can use power to control people and other resources so that they cooperate and help to achieve an organization’s current goals. Managers can use power to engage in politics and influence the decision- making process to help promote new, more appropriate organizational goals.
- 3. The Dark Side of Power and Politics Power and politics often have negative connotations because people associate them with attempts to use organizational resources for personal advantage and to achieve personal goals at the expense of other goals.
- 4. WHAT IS POWER? Interpersonal (or intergroup) relationship in which one individual (or group) can cause another individual (or group) to take an action that it would not otherwise take. Involves changing the behavior of another person A has power over person B if B believes A can force B to comply.
- 5. POWER/LEADERSHIP/ AUTHORITY RELATIONSHIP Power is closely related to leadership and authority Leadership Authority Power
- 6. TYPES OF POWER Reward Power Coercive Power (punishment power) Legitimate Power (authority) Referent Power (charisma) Expert Power Information Power
- 7. POLITICS Those activities taken within organizations to acquire, develop, and use power and other resources to obtain one’s preferred outcome in a situation where there is uncertainty of outcome.
- 8. POLITICS The use of power to influence decisions that achieve desired outcomes. 1. Self-interest 2. Decision-making process Uncertainty & disagreement
- 9. Why do we have politics? Different ideas, values, interests and goals Limited resources (money etc.) Outcome is not clearly defined
- 10. Models of politics Political model • Goals not clear • Coalitions • Disagreement & uncertainty • Poor information • Conflict & Bargaining • Power and influence needed • Winners and losers • Empowered employees