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The document discusses the concept of power and politics in organizations. It defines power as stemming from dependency, where those who control scarce resources have power over those who depend on them. It identifies several bases of power, including personal power derived from charisma or expertise. Tactics for wielding power include reasoning, friendliness, bargaining, and sanctions. Coalitions seek to maximize their size and constituency to gain influence. Politics involves strategically using power through upward, downward, and lateral approaches. Impression management techniques like self-promotion and flattery can also be used to navigate organizational politics. The document concludes with a discussion of ethics around balancing self-interest with organizational interests and treating all parties fairly.
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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.
Organizational politics
1) Organizational politics refers to activities that influence decision making or the distribution of resources in an organization that are not part of formal job duties.
2) Both individual factors like personality and organizational factors like scarce resources can encourage political behavior.
3) While some political behaviors like facilitating teamwork can be seen positively, other behaviors like scheming are viewed more negatively. Managing politics in an organization is challenging due to these differing perceptions.
Types of Power
Referent power refers to a leader's ability to influence followers through loyalty, respect, admiration or desire for approval. It is based on strong interpersonal relationships between the leader and followers. Nationalism and celebrities are examples of referent power. Referent power becomes important for modern leadership which emphasizes collaboration over command and control. The leader must be able to build friendly yet professional relationships to gain referent power.
organizational behaviour power
Power refers to the ability to influence others and achieve intended results or decisions. There are different types of power sources including formal power derived from one's position or role, and personal power stemming from expertise or respect. When power is exercised, people may respond with resistance, obedience, compliance, conformity, or commitment. Effective power tactics can include rational persuasion using logical arguments, inspiration appealing to values, or consultation involving the other party in decision making.
Power and Influence Tactics
The document discusses various power and influence tactics used in organizations. It describes three types of influence processes - instrumental compliance, internalization, and personal identification. It also outlines three main influence tactics - impression management tactics, political tactics, and proactive tactics. Several power sources are described such as legitimate power, reward power, coercive power, and referent power. Effective leadership is discussed as relying on personal power and positional power. Specific influence tactics like rational persuasion, inspirational appeals, consultation, and collaboration are also defined and recommendations are provided on their appropriate use.
Power, authority and influence
This document defines power, authority, and influence and identifies their key characteristics. It discusses six sources of power according to French and Raven's framework: position, control of resources, social connections, expertise, control of information, and personal characteristics. Six influence strategies ("6 Ps") are also identified: position, push, pull, persuasion, preparatory, and preventative. The document concludes with a discussion of traditional theories of leadership, including trait, style, and contingency theories.
ORGANIZATIONAL POWER AND POLITICS
This document discusses organizational power and politics. It defines organizational politics as using deception and dishonesty for self-interest, which can lead to conflict. While politics is often viewed negatively, it can also be used positively to achieve organizational goals. The document also examines the nature of politics in organizations, including that it is more common at upper levels and in certain decision domains like structural change, management succession, and resource allocation. It outlines various political tactics like building coalitions and controlling information, as well as sources of power including formal position, resources, and network centrality.
Power and Politics
The power point presentation will help you understand various sub-topics under the head Power and Politics.
Sub- topics covered:
1) Bases of Power
2) Power Tactics
3) Factors affecting Power and Politics
4) Defensive Behavior
5) Impression Management
Recommended
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.
Organizational politics
1) Organizational politics refers to activities that influence decision making or the distribution of resources in an organization that are not part of formal job duties.
2) Both individual factors like personality and organizational factors like scarce resources can encourage political behavior.
3) While some political behaviors like facilitating teamwork can be seen positively, other behaviors like scheming are viewed more negatively. Managing politics in an organization is challenging due to these differing perceptions.
Types of Power
Referent power refers to a leader's ability to influence followers through loyalty, respect, admiration or desire for approval. It is based on strong interpersonal relationships between the leader and followers. Nationalism and celebrities are examples of referent power. Referent power becomes important for modern leadership which emphasizes collaboration over command and control. The leader must be able to build friendly yet professional relationships to gain referent power.
organizational behaviour power
Power refers to the ability to influence others and achieve intended results or decisions. There are different types of power sources including formal power derived from one's position or role, and personal power stemming from expertise or respect. When power is exercised, people may respond with resistance, obedience, compliance, conformity, or commitment. Effective power tactics can include rational persuasion using logical arguments, inspiration appealing to values, or consultation involving the other party in decision making.
Power and Influence Tactics
The document discusses various power and influence tactics used in organizations. It describes three types of influence processes - instrumental compliance, internalization, and personal identification. It also outlines three main influence tactics - impression management tactics, political tactics, and proactive tactics. Several power sources are described such as legitimate power, reward power, coercive power, and referent power. Effective leadership is discussed as relying on personal power and positional power. Specific influence tactics like rational persuasion, inspirational appeals, consultation, and collaboration are also defined and recommendations are provided on their appropriate use.
Power, authority and influence
This document defines power, authority, and influence and identifies their key characteristics. It discusses six sources of power according to French and Raven's framework: position, control of resources, social connections, expertise, control of information, and personal characteristics. Six influence strategies ("6 Ps") are also identified: position, push, pull, persuasion, preparatory, and preventative. The document concludes with a discussion of traditional theories of leadership, including trait, style, and contingency theories.
ORGANIZATIONAL POWER AND POLITICS
This document discusses organizational power and politics. It defines organizational politics as using deception and dishonesty for self-interest, which can lead to conflict. While politics is often viewed negatively, it can also be used positively to achieve organizational goals. The document also examines the nature of politics in organizations, including that it is more common at upper levels and in certain decision domains like structural change, management succession, and resource allocation. It outlines various political tactics like building coalitions and controlling information, as well as sources of power including formal position, resources, and network centrality.
Power and Politics
The power point presentation will help you understand various sub-topics under the head Power and Politics.
Sub- topics covered:
1) Bases of Power
2) Power Tactics
3) Factors affecting Power and Politics
4) Defensive Behavior
5) Impression Management
22251502 human-behavior-in-organization
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
power & politics
This document discusses power and politics in organizations. It defines different types of power like positive and negative power as well as sources of power like legitimate, reward, coercive, and expert power. It also discusses how managers can acquire power through behaviors like centrality, criticality, building expertise, visibility, and expanding contacts. The document then discusses empowerment and types of organizational politics like positive and negative politics. It lists political tactics like attacking others, creating a favorable image, developing support, and more. Finally, it provides tips for effectively managing organizational politics like learning the culture, establishing credibility, building support networks, implementing clear policies, and acting consistently with communications.
Power and authority
Power is the ability to influence others, which can arise from different bases including legitimate authority, expertise, rewards, or coercion. Authority derives from one's position or role and provides the right to make decisions. While authority is well-defined and based on legitimate power, power has less clear definition and can be used for productive or destructive purposes. The line and staff concept designates line functions that directly impact objectives and staff functions that support line workers through expertise, research, and advice, providing benefits like relief and specialization but also potential conflicts if staff oversteps bounds.
Power & Politics in an organization
types of power exercised by management , employee, factors affecting power, advantages, disadvantages, importance, types of politics, factors ,advantages, disadvantages summary,
Power and Influence
This document discusses power and influence in the workplace. It identifies different sources of power like expertise, relationships, and formal authority. It also describes influence tactics people can use like rational persuasion, inspirational appeals, and consultation. Finally, it outlines four influence styles: assertive persuasion, reward and punishment, participation and trust, and common vision. The goal is to help people understand how to effectively influence others in appropriate ways.
Power and politics
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Power and Influence (OB)
This document discusses power and influence in organizations. It defines power as the ability to influence others and influence as any behavior that attempts to alter someone's attitudes or behavior. It identifies different sources of power like legitimate, reward, coercive, expert and referent power. It also discusses contingencies of power like substitutability, centrality, discretion and visibility. The document outlines different tactics of influence like information control, assertiveness, coalition formation, impression management, persuasion, upward appeal and exchange. It defines organizational politics as self-serving behaviors intended to gain personal advantage at the expense of others. Conditions that support politics include scarce resources, complex decision making and tolerance of political behavior within the organization.
Power, tactics and politics
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.
Empowerment and Leadership - Copy
The document discusses empowerment and leadership. It defines empowerment as enabling individuals to think independently, take control of their work, and feel self-empowered. Empowerment is linked to decision making, authority, and responsibility. When empowered, individuals feel trusted and motivated to perform well. Benefits include utilizing staff resources effectively and allowing for creativity. A lack of empowerment can lead to inaction, disengagement, and slower operations as people wait for approval.
Power and Politics in Organization
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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Organization Structure
This document discusses organizational structures and their key characteristics. It defines an organization as a social unit of people systematically structured to meet goals on an ongoing basis. All organizations have a management structure that determines relationships and allocates roles. There are four main types of organizational structures: tall, flat, virtual, and boundaryless. Tall structures have many management levels and a strict chain of command, while flat structures empower employees with broader responsibilities and more autonomy. Virtual structures use technology to connect people who primarily interact electronically. Boundaryless structures are highly flexible and collaborative with fewer predefined boundaries. Organizational structures impact effectiveness, efficiency, communication, and overall success.
7 Power and politics
This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior according to their wishes. There are five bases of power: formal power from one's position, and personal power from expertise, relationships, or traits. Political behavior is any non-required activity to influence advantages, and can be legitimate everyday politics or illegitimate extreme actions. Politics is natural due to scarce resources leading to competition. Impression management techniques like self-promotion can influence performance evaluations.
Influence, tactics, power and politics
This document discusses influence, power, and politics in organizations. It defines power as the ability to affect the behavior of others, and identifies different types of power including legitimate, reward, coercive, referent, and expert power. Influence is defined as the process of changing someone's behavior without forcing them. Nine common influence tactics are described: rational persuasion, inspirational appeal, consultation, ingratiation, exchange, personal appeal, coalition, and legitimating pressure. These tactics involve using logical arguments, appealing to values, seeking assistance, rewarding others, building alliances, and claiming authority.
Power and Politics, Chapter-14- Organizational Behavior
This document provides an overview of power and politics in organizational management. It defines power as one's ability to influence another's behavior, and discusses different bases of power including formal power from one's position, personal power from skills/knowledge, and dependency as key to power. It also covers political behaviors in organizations, tactics for gaining influence, and employee responses to organizational politics such as defensive or impression management behaviors.
INDIVIDUAL BEHAVIOUR
Individual behavior in organizations is influenced by many personal and environmental factors. Personal factors include an individual's personality, perceptions, attitudes, values, and learning. Environmental factors that influence behavior include political, economic, socio-cultural, and technological factors within the environment as well as organizational factors like structure, leadership, and rewards. To understand human behavior in organizations, it is important to carefully study all the factors that influence individual behavior.
Leadership Sources of Power
Power refers to the capacity to influence others. So where does it come from? Have you ever wondered why some managers seem like natural leaders? Or perhaps you are interested in what power you hold over others? View this quick course on the five sources identified by John French and Bertram H. Raven.
ppt on empowerment
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Leadership Concept, Theories and Styles
The document discusses various leadership theories and styles. It begins by covering trait theories, which focus on identifying personality traits linked to successful leadership. It then discusses behavioral theories, including Ohio State studies on task-oriented and relations-oriented leadership. Contingency theories are reviewed, such as Fiedler's model and situational leadership theory. Transactional and transformational leadership styles are compared. Finally, the document discusses participative leadership theories and Likert's four systems of leadership.
Power in organizational behaviour
The document discusses the concepts of power and how it operates in organizations and groups. It defines power as one's ability to influence others and outlines several bases of power including coercive, reward, referent, expert, and positional power. It also discusses factors that create dependency and unequal power dynamics in workplaces such as glass ceilings and sexual harassment. The key takeaways are that power derives from one's ability to control resources or punishments others require, and this power is amplified by increasing others' dependency on those resources.
Session 15-16 POWER AND POLITICS.ppt
This document discusses power and politics in organizations. It defines power as one's ability to influence others and get them to act according to their wishes. Power comes from others' dependence on those who control important resources. There are various bases of power including reward, coercion, legitimacy, information, expertise, and relationships. How power is used depends on factors like the direction of influence, the power tactics employed, and organizational culture. Understanding power dynamics is critical for managerial effectiveness in navigating organizational life.
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22251502 human-behavior-in-organization
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
power & politics
This document discusses power and politics in organizations. It defines different types of power like positive and negative power as well as sources of power like legitimate, reward, coercive, and expert power. It also discusses how managers can acquire power through behaviors like centrality, criticality, building expertise, visibility, and expanding contacts. The document then discusses empowerment and types of organizational politics like positive and negative politics. It lists political tactics like attacking others, creating a favorable image, developing support, and more. Finally, it provides tips for effectively managing organizational politics like learning the culture, establishing credibility, building support networks, implementing clear policies, and acting consistently with communications.
Power and authority
Power is the ability to influence others, which can arise from different bases including legitimate authority, expertise, rewards, or coercion. Authority derives from one's position or role and provides the right to make decisions. While authority is well-defined and based on legitimate power, power has less clear definition and can be used for productive or destructive purposes. The line and staff concept designates line functions that directly impact objectives and staff functions that support line workers through expertise, research, and advice, providing benefits like relief and specialization but also potential conflicts if staff oversteps bounds.
Power & Politics in an organization
types of power exercised by management , employee, factors affecting power, advantages, disadvantages, importance, types of politics, factors ,advantages, disadvantages summary,
Power and Influence
This document discusses power and influence in the workplace. It identifies different sources of power like expertise, relationships, and formal authority. It also describes influence tactics people can use like rational persuasion, inspirational appeals, and consultation. Finally, it outlines four influence styles: assertive persuasion, reward and punishment, participation and trust, and common vision. The goal is to help people understand how to effectively influence others in appropriate ways.
Power and politics
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Power and Influence (OB)
This document discusses power and influence in organizations. It defines power as the ability to influence others and influence as any behavior that attempts to alter someone's attitudes or behavior. It identifies different sources of power like legitimate, reward, coercive, expert and referent power. It also discusses contingencies of power like substitutability, centrality, discretion and visibility. The document outlines different tactics of influence like information control, assertiveness, coalition formation, impression management, persuasion, upward appeal and exchange. It defines organizational politics as self-serving behaviors intended to gain personal advantage at the expense of others. Conditions that support politics include scarce resources, complex decision making and tolerance of political behavior within the organization.
Power, tactics and politics
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.
Empowerment and Leadership - Copy
The document discusses empowerment and leadership. It defines empowerment as enabling individuals to think independently, take control of their work, and feel self-empowered. Empowerment is linked to decision making, authority, and responsibility. When empowered, individuals feel trusted and motivated to perform well. Benefits include utilizing staff resources effectively and allowing for creativity. A lack of empowerment can lead to inaction, disengagement, and slower operations as people wait for approval.
Power and Politics in Organization
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 in leadership
A leader has several types of power in an organization, including legitimate power from their authority over resources, reward power to grant pay increases and promotions, and coercive power to use threats or force if needed. However, coercive power can have negative side effects. The most effective leaders possess expert power from their skills and knowledge, referent power from being respected for their qualities and expertise, and charismatic power to influence followers through personal magnetism and enthusiasm.
Organization Structure
This document discusses organizational structures and their key characteristics. It defines an organization as a social unit of people systematically structured to meet goals on an ongoing basis. All organizations have a management structure that determines relationships and allocates roles. There are four main types of organizational structures: tall, flat, virtual, and boundaryless. Tall structures have many management levels and a strict chain of command, while flat structures empower employees with broader responsibilities and more autonomy. Virtual structures use technology to connect people who primarily interact electronically. Boundaryless structures are highly flexible and collaborative with fewer predefined boundaries. Organizational structures impact effectiveness, efficiency, communication, and overall success.
7 Power and politics
This document discusses power and politics in organizations. It defines power as one's ability to influence another's behavior according to their wishes. There are five bases of power: formal power from one's position, and personal power from expertise, relationships, or traits. Political behavior is any non-required activity to influence advantages, and can be legitimate everyday politics or illegitimate extreme actions. Politics is natural due to scarce resources leading to competition. Impression management techniques like self-promotion can influence performance evaluations.
Influence, tactics, power and politics
This document discusses influence, power, and politics in organizations. It defines power as the ability to affect the behavior of others, and identifies different types of power including legitimate, reward, coercive, referent, and expert power. Influence is defined as the process of changing someone's behavior without forcing them. Nine common influence tactics are described: rational persuasion, inspirational appeal, consultation, ingratiation, exchange, personal appeal, coalition, and legitimating pressure. These tactics involve using logical arguments, appealing to values, seeking assistance, rewarding others, building alliances, and claiming authority.
Power and Politics, Chapter-14- Organizational Behavior
This document provides an overview of power and politics in organizational management. It defines power as one's ability to influence another's behavior, and discusses different bases of power including formal power from one's position, personal power from skills/knowledge, and dependency as key to power. It also covers political behaviors in organizations, tactics for gaining influence, and employee responses to organizational politics such as defensive or impression management behaviors.
INDIVIDUAL BEHAVIOUR
Individual behavior in organizations is influenced by many personal and environmental factors. Personal factors include an individual's personality, perceptions, attitudes, values, and learning. Environmental factors that influence behavior include political, economic, socio-cultural, and technological factors within the environment as well as organizational factors like structure, leadership, and rewards. To understand human behavior in organizations, it is important to carefully study all the factors that influence individual behavior.
Leadership Sources of Power
Power refers to the capacity to influence others. So where does it come from? Have you ever wondered why some managers seem like natural leaders? Or perhaps you are interested in what power you hold over others? View this quick course on the five sources identified by John French and Bertram H. Raven.
ppt on empowerment
This document discusses the concept of employee empowerment. It defines empowerment as sharing power with employees by enabling them to set work goals, make decisions, and solve problems. The document outlines the need for empowerment due to powerlessness and low self-efficacy. It also describes five approaches to empowerment including helping employees achieve job mastery and allowing more control. Characteristics of empowered employees include trust, mutual respect, and involvement in decision making. The significance and benefits of empowerment are improved productivity, creativity, and organizational learning.
Leadership Concept, Theories and Styles
The document discusses various leadership theories and styles. It begins by covering trait theories, which focus on identifying personality traits linked to successful leadership. It then discusses behavioral theories, including Ohio State studies on task-oriented and relations-oriented leadership. Contingency theories are reviewed, such as Fiedler's model and situational leadership theory. Transactional and transformational leadership styles are compared. Finally, the document discusses participative leadership theories and Likert's four systems of leadership.
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Power and Politics, Chapter-14- Organizational Behavior
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The document discusses the concepts of power and how it operates in organizations and groups. It defines power as one's ability to influence others and outlines several bases of power including coercive, reward, referent, expert, and positional power. It also discusses factors that create dependency and unequal power dynamics in workplaces such as glass ceilings and sexual harassment. The key takeaways are that power derives from one's ability to control resources or punishments others require, and this power is amplified by increasing others' dependency on those resources.
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This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
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1. The document discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership which requires goal compatibility.
2. There are three bases of formal power - coercive, reward, and legitimate power, as well as two bases of personal power - expert and referent power. The document also outlines nine power tactics.
3. Politics in organizations is defined as activities not required by one's formal role but that influence the distribution of advantages. Both individual factors like personality and organizational factors like resources can contribute to political behavior.
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This document discusses concepts of power and political behavior in organizations. It defines power as the ability to influence others, and discusses the sources of power including reward, coercive, legitimate, referent, expert, and information power. The most effective power is expert power, which transfers skills and knowledge. Political behavior refers to unofficial actions to influence others to meet personal goals. Effective political actors possess characteristics like maintaining open communication and managing resources well. The document also covers empowerment, sharing power in a way that individuals believe in their ability to do their job well.
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This document discusses leadership and power in organizations. It defines leadership as the process of influencing others to work towards shared objectives. There are different conceptions of power, including power as the ability to influence others and authority as the right to exercise control based on one's position. Power can lead to commitment, compliance, or resistance from targets. Leaders have different types and sources of power, such as position power (legitimate, reward, coercive), personal power (referent, expert), and ecological power over the environment. Power is not static and can be gained or lost over time based on social exchange theory and strategic contingencies theory. Effective leaders rely more on expert and referent power. The document concludes that leaders need some power
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This document discusses power and politics in organizations. It defines power as the ability to influence others through control of resources. There are two bases of power: formal power from one's position, and personal power independent of position. Formal power includes coercive, reward, legitimate, and information power. Personal power includes expert, referent, and charismatic power. Dependency is key to power - the more dependent B is on A, the more power A has. Scarcity and importance of resources increase dependency. Power can be exercised positively to help others, or negatively through dominance and sacrifice of people. Strategies for gaining power include alliances, divide-and-rule tactics, and manipulating information. Power structures form based on organizational
14 arvind kumar power n politics
The document discusses power and politics in management. It defines power as the ability to influence others, and organizational politics as activities managers engage in to increase their power and pursue self-interested goals. While power and politics can be used negatively to benefit individuals, they can also be used positively to help achieve organizational goals or promote new goals. The document also outlines sources of formal power from one's position and informal power from personal characteristics, and advises managers to understand power structures and develop their own bases of power.
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 & politics..
This document discusses power and politics in organizations. It defines power as the ability to influence others and notes that power comes from both formal position and personal attributes. Having power allows one to influence decisions, resources, and agendas. The document outlines different types of individual power including position power from one's legitimate authority, and personal power from expertise or likability. It also discusses tactics for increasing power and how power can be used positively or negatively. The document defines politics as how power is used to influence goals and decisions through compromise rather than rational processes. It examines causes of political behavior and strategies for both handling politics and controlling its negative impacts in organizations.
Power & Politics.pptx
This document discusses organizational power and politics. It defines political behavior as using deception and dishonesty for self-interest, but notes that political behavior can also be used appropriately to serve organizational goals. Political behavior involves using power to influence decisions. The document also discusses the nature of organizational politics, domains of political activities, political tactics for using power, types of organizational power including legitimate, reward, coercive, expert and referent power. It notes power can come from formal positions, resources, control of information and decision premises, and network centrality. Horizontal power between departments can arise from strategic contingencies, dependency, financial resources, and coping with uncertainty.
Sess24
1) Power refers to one's ability to influence another person to act according to their wishes. There are two main sources of power: formal power derived from one's position in an organization, and personal power stemming from individual characteristics.
2) Formal power includes coercive, reward, legitimate, and information power. Personal power encompasses expert, referent, and charismatic power.
3) The greater someone's dependency on another, the more power that person has. Dependency increases when a resource is important, scarce, and non-substitutable.
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Organizational behavior Power and Politics slides pptx
Organizational behavior Power and Politics slides pptx
ORGANIZATIONAL POWER AND POLITICS [Autosaved].pptx
ORGANIZATIONAL POWER AND POLITICS [Autosaved].pptx
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power authority & influence
- 1. Power , Authority & Influence
- 2. A Definition of Power A B
- 7. Dependency: The Key To Power • The General Dependency Postulate – The greater B’s dependency on A, the greater the power A has over B. – Possession/control of scarce organizational resources that others need makes a manager powerful. – Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power. • What Creates Dependency – Importance of the resource to the organization – Scarcity of the resource – Nonsubstitutability of the resource
- 8. Power Tactics Tactical Dimensions: : Tactical Dimensions • • Reason Reason • • Friendliness Friendliness • • Coalition Coalition • • Bargaining Bargaining • • Assertiveness Assertiveness • • Higher authority Higher authority • • Sanctions Sanctions
- 9. Power in Groups: Coalitions • • Seek to maximize their Seek to maximize their size to attain influence. size to attain influence. • • Seek aabroad and diverse Seek broad and diverse constituency for support constituency for support of their objectives. of their objectives.
- 10. Politics: Power in Action
- 11. Using Power Ploys • Upward Strategies Adopting a style which superiors approve • Downward Strategies Forming groups with subordinates • Lateral Strategies Creating a relationship of Obligation
- 13. Impression Management (IM) IM Techniques: : IM Techniques • • Conformity Conformity • • Excuses Excuses • • Apologies Apologies • • Self-Promotion Self-Promotion • • Flattery Flattery • • Favors Favors • • Association Association
- 14. Ethics of Power & Politics • Self Interest Vs Organizational Interest • Rights of Other Parties • Conformity to the standards of Equity & Justice
- 15. • THANK YOU
Editor's Notes
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