Chapter 14 OB POwer & Politics

7/28/2019 Chapter 14 OB POwer & Politics

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Power and Politics

Chapter FOURTEEN


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A Definition of Power Power

A capacity that A has to influencethe behavior of B so that B acts inaccordance with As wishes.

Dependency

Bs relationship to A when A possesses somethingthat B requires.


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A Definition of Power Power

A capacity that A has to influencethe behavior of B so that B acts inaccordance with As wishes.

Dependency

Bs relationship to A when A possesses somethingthat B requires.


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Contrasting Leadership andPower

Leadership Focuses on goal

achievement.

Requires goalcompatibility withfollowers.

Focuses influencedownward.

Research Focus Leadership styles

and relationships

Power Used as a means

for achieving goals.

Requires follower dependency.

Used to gain lateral

and upwardinfluence.

Research Focus Power tactics for

gaining


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Bases of Power: Formal Power

Coercive Power A power base dependent on fear.

Reward Power Compliance achieved based onthe ability to distribute rewardsthat others view as valuable.

Formal Power Is established by an individuals position in anorganization; conveys the ability to coerce orreward, from formal authority, or from control of

information.


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Bases of Power: Formal Power (contd)

Legitimate Power The power a person receives as a resultof his or her position in the formalhierarchy of an organization.


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Bases of Power: PersonalPower

Expert Power Influence based on specialskills or knowledge.

Referent Power Influence based on possessionby an individual of desirableresources or personal traits.


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Dependency: The Key ToPower

The General Dependency Postulate

The greater Bs dependency on A, the greater thepower A has over B.

Possession/control of scarce organizational resourcesthat others need makes a manager powerful.

Access to optional resources (e.g., multiple suppliers)reduces the resource holders power.

What Creates Dependency

Importance of the resource to the organization

Scarcity of the resource

Nonsubstitutability of the resource


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Power TacticsInfluence Tactics :

Legitimacy

Rational persuasion

Inspirational appeals Consultation

Exchange

Personal appeals

Ingratiation

Pressure

Coalitions

Power TacticsWays in whichindividuals translatepower bases into

specific actions.


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Preferred Power Tactics byInfluence Direction

E X H I B I T 14 2

Upward Influence Downward Influence Lateral Influence

Rational persuasion Rational persuasion Rational persuasion

Inspirational appeals Consultation

Pressure IngratiationConsultation Exchange

Ingratiation Legitimacy

Exchange Personal appeals

Legitimacy Coalitions


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Factors Influencing the Choice andEffectiveness of Power Tactics

Sequencing of tactics Softer to harder tactics

work best.

Skillful use of a tactic Relative power of the

tactic user Some tactics work

better when applieddownward or upward.

The type of requestattaching to the tactic Is the re uest

How the request isperceived Is the request

consistent with thetargets values?

The culture of theorganization Culture affects users

choice of tactic.

Country-specificcultural factors Local values favor


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Power in Groups: Coalitions

Seek to maximize their size to attain influence.

Seek a broad and diverseconstituency for supportof their objectives.

Occur more frequently inorganizations with hightask and resourceinterdependencies.

Occur more frequently if tasks are standardizedand routine.

CoalitionsClusters of individualswho temporarily cometogether to achieve aspecific purpose.


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Sexual Harassment: UnequalPower in the Workplace

Sexual Harassment Unwelcome advances, requests for sexual

favors, and other verbal or physical conduct of a sexual nature.

The U.S. Supreme Court test for

determining if sexual harassment hasoccurred:

Whether comments or behavior

in a work environmentwould reasonabl be


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Steps for Managers to Take toPrevent Sexual Harassment

Make sure a policy against it is inplace.

Ensure that employees will notencounter retaliation if they file acomplaint.

Investigate every complaint andinclude the human resource and legaldepartments.

Make sure offenders are disci lined


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Politics: Power in ActionPolitical Behavior

Activities that are not required as part of onesformal role in the organization, but that influence, orattempt to influence, the distribution of advantages

or disadvantages within the organization.

Legitimate Political Behavior Normal everyday politics.

Illegitimate Political Behavior Extreme political behavior that violates the impliedrules of the game.

l h f h


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Politics Is in the Eye of theBeholder

E X H I B I T 13 3

Political Label Effective Management Label 1. Blaming others vs. Fixing responsibility

2. Kissing up vs. Developing working relationships

3. Apple polishing vs. Demonstrating loyalty

4. Passing the buck vs. Delegating authority

5. Covering your rear vs. Documenting decisions

6. Creating conflict vs. Encouraging change and innovation

7. Forming coalitions vs. Facilitating teamwork

8. Whistle blowing vs. Improving efficiency

9. Scheming vs. Planning ahead

10. Overachieving vs. Competent and capable

11. Ambitious vs. Career-minded

12. Opportunistic vs. Astute

13. Cunning vs. Practical-minded

14. Arrogant vs. Confident

15. Perfectionist vs. Attentive to detail

h


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Factors ThatInfluence

PoliticalBehaviors


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mp oyeeResponses toOrganizational

Politics


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DefensiveBehaviorsAvoiding Action :

Overconforming

Buck passing

Playing dumb

Stretching

Stalling

Avoiding Blame :

Buffing

Playing safe

Justifying

Scapegoating

MisrepresentingAvoiding Change :

Prevention

Self-protection


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Impression Management (IM)

IM Techniques :

Conformity

Excuses

Apologies

Self-Promotion

Flattery

Favors Association

Impression ManagementThe process by whichindividuals attempt tocontrol the impression

others form of them.


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Is A Political Action Ethical?

E X H I B I T 14 8

1. What is the utility of engaging in thebehavior?

2. Does the utilitybalance out any harmdone by the action?

3. Does the action

conform to standardsof equity and justice?


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Write down two differencesbetween power and

leadership. Discuss with aclassmate.

Chapter Check-Up: Pow er & Pol i t ics

Do all leaders have power? Doeseveryone with power lead others?

Discuss.


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When you go to work,what three things can youdo to make people in your

organization dependenton you?

Chapter Check -Up: Pow er & Pol i t ics

Discuss your answers with your neighbor. Do you think its bad to

plan how youll get power over


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Chapter Check -Up: Pow er & Pol i t ics

What is the differencebetween a power tacticand an influence tactic?Discuss with a neighbor.

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Chapter 14 OB POwer & Politics