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Chapter 14: Understanding Power and Organisational Politics. Learning Objectives: Understand what makes power dynamics important in organisations Explain the nature of Power Indian insights: Discuss basic explanations by , the master strategic counselor - PowerPoint PPT Presentation
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Learning Objectives: Understand what makes power dynamics
important in organisations Explain the nature of Power Indian insights: Discuss basic explanations by , the master strategic counselor Understand Power as a dynamic process Discuss various sources of power at personal
level and unit level within an organisation Understand the concept of organisational
politics Discuss how managers deal with power and
politics in organisations
Power is the capacity to influence another person or a group to accept one’s ideas or plan,it is the capacity of some persons to produce intended and foreseen effects on others
Power causes cooperation among people who individually can make little difference, so they join hands and form alliances or coalitions, there can be power struggle in the same organisation where people compete for greater influence over processes, decisions and consequences
There is no guarantee that they will not work counter to the interests of the organisation, it is also not true that competition, conflict and rivalry over greater influence are bad for the organisation
Power requires dependency of someone else which is reinforced by assumptions and norms
Power: A Static, Structural Element or a Dynamic process? POWER (A OVER B) = DEPENDENCE (B ON A) Power involves a process of influence that is
shaped by the perception and motivation of the target with respect to the action of the agent, in a context
Is power positive or negative? When we examine that power can generate
influence and give access to resources, it appears more like a potential in nature, whether it is positive or negative, can only be determined from observing how it is deployed
Kautilya (also known as Acharya Vishnugupt or Chanakya), a renowned king maker, was a noted advisor to the King Chandragupta Maurya and his writings compiled in 15 books together as “Arthshastra” are considered one of the greatest expositions on the art of governance, the duties of the ruler and various functionaries of the government, the business law, diplomatic matters and so on
According to him Power is a relative concept Comparison of power possessed can determine one’s
status as superior, equal or inferior Power is the strength and ability required to achieve
ends. It is useful for generating force that moves others and leads to success
Power can be augmented
Position power ▪ Job Title or
designation▪ Job Description▪ Prescribed
responsibilities
Personal power▪ Knowledge▪ Expert ▪ Information▪ Tradition
▪ Personality▪ Charisma▪ Reputation▪ Professional
Credibility▪ Other’s Support▪ Political Access ▪ Staff Support
Sources of Departmental Power Ability to Cope
with Uncertainty
Centrality and Non-substitutability
Sources of Organisational Power Coercive
Utilitarian
Normative
Directions of flow of power in various types of organisational structures:
Bureaucratic Model Downward since hierarchical Upward power: generally seen as disruptive, may be tolerated if displayed
in acceptable style Lateral or side-ways power is almost not considered
Collegial Model Upward power is encouraged Structural power redistributed through provision of profit-sharing,
right/down -sizing and cross-functional teams The need for sideways power becomes insignificant Downward power is used where peer pressure does not work
Political Model Since power is accepted to be everywhere, use of sideways, upward as well
as downward power is considered legitimate Sideways power is needed for gaining approval / cooperation, competing
for resources outside the chain of formal authority Change increases power-play, but this is not always because people are
greedy or corrupt. People differ from one another and resources are not unlimited / easily available
Using Power: The Link to Success Do not use a single strategy for influencing others Chose a strategy for which you have a strong,
matching power base Use multiple powerbases and a cluster of strategies
for creating the desired influence. Situational factors:▪ Power bases of others▪ Timing▪ Personal Style
What style of influence works for the Indian Organisations The amount of authority of the superior is
determined by the rank and span of control, but the type of authority decided by the legitimizing principles that justify action
A powerful person can exert influence as long as the role relationship legitimizes the superior’s demands and the subordinate, accepting the norms and beliefs that support the legitimacy of those demands
Politics involves Acquiring, developing, and using power to achieve
one's objectives When change threatens the power bases and
balance of relative power in an organisation, politics is highly likely to be used to maintain balance
Political players are likely to pursue their own agenda or objectives in order to preserve self interest
Self interest may be protected even if those interests or the means to attain those are not approved by the organisation
Politics as a defense routine Individuals and their coalitions resort to politics in
order to enhance their survival and personal well being within organisations
The lowest level of maneuvering is a simple political awareness of how people feel about a relatively minor situation – for example, starting a new procedure in one’s department
A somewhat higher level of political maneuvering - political facilitation - calls for direct interaction with those who may help or hinder the change
The level of political maneuvering organisation-wide change is also called political intervention