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o r g n i z t i o n l b e h v i o r

stephen p. robbins

e l e v e n t h e d i t i o n

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ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S

E L E V E N T H E D I T I O N

W W W . P R E N H A L L . C O M / R O B B I N S 2005 Prentice Hall Inc.All rights reserved.

PowerPoint Presentationby Charlie Cook

Chapter 13

Power and Politics

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2005 Prentice Hall Inc. All rights reserved. 13 2

After studying this chapter,you should be able to:

1. Contrast leadership and power.

2. Define the seven bases of power.

3. Clarify what creates dependency in powerrelationships.

4. List nine influence tactics and theircontingencies.

5. Explain how sexual harassment is about theabuse of power.

6. Describe the importance of a politicalperspective.

L E A R N

I N

G

O B

J E C T I V E S

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After studying this chapter,you should be able to:

7. List the individual and organizational factorsthat stimulate political behaviors.

8. Identify seven techniques for managing theimpression one makes on others.

9. Explain how defensive behaviors can protectan individuals self -interest.

10. List the three questions that can helpdetermine if a political action is ethical.

L E A R N

I N

G

O B

J E C T I V E S ( c o n

t d )

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A Definition of Power

AB

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 and Power

Leadership Focuses on goalachievement.

Requires goal

compatibility withfollowers. Focuses influence

downward.

Research Focus Leadership stylesand relationshipswith followers

Power Used as a means forachieving goals.

Requires follower

dependency. Used to gain lateraland upwardinfluence.

Research Focus Power tactics forgaining compliance

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Bases of Power: Formal Power

Coercive Power A power base dependent on fear.

Reward PowerCompliance achieved based onthe ability to distribute rewardsthat others view as valuable

Formal PowerIs 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 PowerThe power a person receives as a resultof his or her position in the formalhierarchy of an organization.

Information Power

Power that comes fromaccess to and controlover information.

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Bases of Power: Personal Power

Expert PowerInfluence based on specialskills or knowledge.

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

Charismatic Power

An extension of referent power stemming from anindividuals personality and interpersonal style.

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Source: Drawing by Leo Cullum in The New Yorker , copyright 1986The New Yorker Magazine. Reprinted by permission.

E X H I B I T 13 1

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Dependency: The Key To Power

The General Dependency Postulate The greater Bs 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 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 Tactics

Influence 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 by Influence Direction

E X H I B I T 13 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

works best.Skillful use of a tactic

Experienced users aremore successful.

Relative power of the tacticuser Some tactics work better

when applied downward.The type of requestattaching to the tactic Is the request legitimate?

How the request isperceived Is the request accepted

as ethical?

The culture of theorganization Culture affects users

choice of tacticCountry-specific culturalfactors Local values favor certain

tactics over others.

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Power in Groups: Coalitions

Seek to maximize theirsize to attain influence.

Seek a broad and diverseconstituency for supportof their objectives.

Occur more frequently inorganizations with hightask and resourceinterdependencies.

Occur more frequently iftasks are standardizedand routine.

CoalitionsClusters of individualswho temporarily cometogether to a achieve aspecific purpose.

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Sexual Harassment: Unequal Power in theWorkplace

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 ifsexual harassment has occurred: whether comments or behavior

in a work environment would reasonably beperceived, and isperceived, as hostileor abusive.

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Politics: Power in Action

Political Behavior

Activities that are not required as part of onesformal role in the organization, but that influence, orattempt to influence, the distribution of advantagesor disadvantages within the organization.

Legitimate Political BehaviorNormal everyday politics.

Illegitimate Political BehaviorExtreme political behavior that violates the impliedrules of the game.

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Politics Is in the Eye of the Beholder

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. Whistleblowing 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

Source: Based on T. C. Krell, M. E.Mendenhall, and J. Sendry, DoingResearch in the Conceptual Morass ofOrganizational Politics, paperpresented at the Western Academy ofManagement Conference, Hollywood,CA, April 1987.

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Employee Responses toOrganizational Politics

E X H I B I T 13 5

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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

E X H I B I T 13 6

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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.

Source: Based on B. R. Schlenker, Impression Management (Monterey, CA:Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko , ImpressionManagement in Organizations, Journal of Management , June 1988, p. 332;and R. B. Cialdini, Indirect Tactics of Image Management Beyond Basking,in R. A. Giacalone and P. Rosenfeld (eds.), Impression Management in theOrganization (Hillsdale, NJ: Lawrence Erlbaum Associates, 1989), pp. 45 71.

E X H I B I T 13 6

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Is A Political Action Ethical?

Utilitarianism Rights Justice

E X H I B I T 13 8Source: Adapted from G.F. Cavanagh, D. Moberg, and M. Valasquez,The Ethics of Organizational Politic, Academy of Management Review ,

July 1981, p. 368. Reprinted with permission.

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