Power And Politics
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Transcript of Power And Politics
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The Success of high performing companies and organizations results as much from what happens behind the scenes as from leaders’ more visible actions.
Premise…
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POWER AND POLITICS
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What is power?
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Power is…
The capacity of team, person or
an organization to influence
others.
The potential to influence others.
It requires one person’s
perception of dependence on
other.
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Influenceablity of power…
Dependency.
Age.
Gender.
Personality.
Culture.
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Dependency - the key to power
Importance.
Scarcity.
Non substitutability.
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Power and Dependence
PersonA
PersonB’s Goals
PersonB
Person B’s counterpower over Person A
Person A’s power over
Person B
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Bases of power in organization.
1.Formal (positional).
2.Informal (personal) .
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1. FORMAL POWERReward power.Coercive power.Legitimate power.Process power.Information power.Representative power.
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2.INFORMAL POWER
Expert power.
Rational persuasion.
Referent power.
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CONSEQUENCES OF POWER
Commitment
RewardPower
Legitimate Power
CoercivePower
ExpertPower
ReferentPower
Resistance
Compliance
Sources of Power
Consequences of Power
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POWER TACTICS• Legitimacy• Rational persuasion• Inspirational appeals• Consultation• Exchange• Personal appeals• Ingratiation • Pressure• Coalitions
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ORGANIZATIONAL POLITICS
Involves Intentional acts of influence to
enhance or protect the self interest of
individuals or groups.
Politics is a necessary function resulting from
differences in the self interests of individuals.
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FACTORS THAT INFLUENCE POLITICS
1. Individual factors.
2. Organizational factors.
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1.INDIVIDUAL FACTORS
Authoritarian(Machiavellianism).
Self-monitoring.
High risk propensity.
Internal locus of control.
High need for power,status,security or
autonomy.
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2.ORGANIZATIONAL FACTORS.
• Competition.
• Level in organization.
• Low trust.
• Role ambiguity and counter norms.
• Unclear evaluation systems.
• Democratic decision making.
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FACTORS INFLUENCING POLITICAL BEHOLDER
Individual factors
Organizational factors
Political BehaviorLow High
Favorable outcomes• Rewards•Averted punishments
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POLITICAL TACTICS
• Attacking or blaming others.
• Using information as a political tool.
• Creating a favorable image.
• Developing a base of support.
• Association with influential people.
• Creating obligations.
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Response of politics in organization.
Organization politics may threaten
employees…
Decreased job satisfaction.
Increased anxiety and stress.
Increased turnover.
Reduced performance.
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Positive aspects of organizational politics.
• Overcoming personnel inadequacies.
• Coping with change.
• Substituting for formal authority.
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Defensive behavior.•Avoiding action. overconforming, Buck passing, playing dumb, stretching, stalling.
•Avoiding blame. Buffing, Playing safe, Justifying, Scapegoating, Misrepresenting.
•Avoiding Change. prevention, self protection.
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Ethical Guidelines for Political Behavior
Question 1Is the action motivated by self-serving
interests whichexclude the goals of the
organization?Question 2
Does the politicalaction respect
individual rights?
Question 3Is the political
activity fairand equitable?
Yes
NoYes
No
Yes
No
Unethical
Unethical
Unethical
Ethical
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IMPRESSION MANAGEMENT.
•The process by which people attempt to
control or manipulate the reactions of
others to images of themselves or their
ideas.
•It is a behavior that people direct toward
others to create and maintain desired
perceptions of themselves.
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Impression Management Techniques.
• Conformity.
• Excuses.
• Apologies.
• Self-promotion.
• Flattery.
• Favors.
• Association.
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Harvard Business
Review
“Power and Politics in Organisational Life”
By – Abraham Zaleznik.
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• Companies undergo critical conflicts in
organizational politics.
• The competition for power is characteristic of all
political structures.
• A political pyramid exists when people compete for
power in any economy.
• Characteristics of all political structures is the
incessant need to use whatever power one
possesses.
The Issue…
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Power relations
• Organizational life within a political frame is
a series of contradictions.
• It deals with sources of authority and their
distribution.
• The formal organizational structures
implements a coalition among key
executives.
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Knudsen’s case…• Knudsen –new comer was named the
President of the company.
• His power structure was dependent on
forming an alliance with Iacocca.
• Knudsen and Iacocca competed for power.
• Knudsen’s case coalition failed.
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Problem-solving approach
• Organization structure is an instrument rather than an
end.
• Organization structure can be changed but should not be
tinkered with.
• Organization structure expresses the working coalition
attached to the chief executive.
• Organization structure represents a blend of people and
job definitions.
• Organization structure is a product of negotiation and
compromise among executives who hold power bases.
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JOURNAL OF MANAGEMENT
Perception of organizational politics.By - Christopher P Parker
Stacy L Jackson.
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• Factor analysis of data from an organizational climate survey suggest that organizational politics is an important dimension of peoples' perceptions of the work environment.
• Measures of perceived intergroup cooperation, clarity of roles and responsibilities, and fairness of rewards / recognition were most predictive of politics perceptions.
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• Gandz and Murray (1980) reported that 60% of their survey respondents agreed with the statement that "most casual conversation appears to be about things I would consider as workplace politics" .
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REFERENCES
• ORGANIZATIONAL BEHAVIOR 11th edition by Stephen P. Robbins
• ORGANIZATIONAL BEHAVIOUR 4th edition by Steven L McShane, Mary Ann Von Glinow & Radha R Sharma.
• HBR – May-June 1970 , (Executive Power – Its use and misuse)
• Article – journal of management,sept-oct 1995(perception of organizational politics).
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By –Karthiga. DMakhzoom Razi