Robbins Ob14 Ppt 13

7/22/2019 Robbins Ob14 Ppt 13

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Kelli J. SchutteWilliam Jewell College

Robbins & Judge

Organizational Behavior14th Edition

Power and Politics

13-0Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall


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Chapter Learning Objectives

After studying this chapter, you should be able to:

Define power, and contrast leadership and power.

Contrast the five bases of power.

Identify nine power or influence tactics and their contingencies.

Show the connection between sexual harassment and the abuse of

power. Distinguish between legitimate and illegitimate political behavior.

Identify the causes and consequences of political behavior.

Apply impression management techniques.

Determine whether a political action is ethical. Show the influence of culture on the uses and perceptions of

politics.

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 13-1


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A Definition of Power

Power The capacity that A has to influence the

behavior of B so that B acts in

accordance with As wishes

Exists as a potential or fully actualized

influence over a dependent relationship

Dependency

Bs relationship to A when A possesses

something that B requires

The greater B's dependence, the morepower A has



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Contrasting Leadership and Power

Leadership

Focuses on goal

achievement

Requires goal compatibility

with followers

Focuses influence

downward

Research Focus

Leadership styles andrelationships with

followers

Power

Used as a means for

achieving goals

Requires follower

dependency

Used to gain lateral and

upward influence

Research Focus Power tactics for gaining

compliance



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Bases of Power: Formal Power

Formal Power

Established by an individuals position in an organization

Three bases:

Coercive Power

A power base dependent on fear of

negative results Reward Power

Compliance achieved based on theability to distribute rewards thatothers view as valuable

Legitimate Power The formal authority to control anduse resources based on a persons

position in the formal hierarchy



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Bases of Power: Personal Power

Power that comes from an individuals uniquecharacteristicsthese are the most effective

Expert Power

Influence based on special skills or knowledge

Referent Power

Influence based on possession by an individual of desirable

resources or personal traits


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

Dependency increases when resources are:

Important

Scarce

Nonsubstitutable



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Power Tactics

Power Tactics Ways in which individuals translate power bases into

specific actions

Nine influence tactics:

Legitimacy Rational persuasion*

Inspirational appeals*

Consultation*

Exchange

Personal appeals

Ingratiation

Pressure

Coalitions


* Most effective

(Pressure is the least effective)


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Preferred Power Tactics by Influence Direction

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


E X H I B I T 13-2


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Factors Influencing Power Tactics

Choice and effectiveness of

inf luence tactics are moderated

by:

Sequencing of tactics

Softer to harder tactics work

best

Political skill of the user

The culture of the

organization

Culture affects users choice oftactic



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Sexual Harassment: A Case of Unequal Power

Sexual Harassment: Any unwanted activity of a sexual nature that affects an

individuals employment and creates a hostile work

environment

Overt actions, like unwanted touching, are relatively easy to

spot Subtle actions, like jokes or looks, can cross over the line into

harassment

Sexual harassment isnt about sex it is about abusing

an unequal power relationship Harassment can damage the well-being of the individual,

work group, and organization



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Managerial Actions to Prevent Sexual Harassment

Make sure a policy against it

is in place.

Ensure that employees will

not encounter retaliation if

they file a complaint.

Investigate every complaintand include the human

resource and legal

departments.

Make sure offenders are

disciplined or terminated.

Set up in-house seminars and

training.



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Politics: Power in Action

Political Behavior

Activities that are not required as part of ones formal role

in the organization, but that influence, or attempt to

influence, the distribution of advantages or disadvantages

within the organization

Legitimate Political Behavior

Normal everyday politics - complaining, bypassing,

obstructing

Illegitimate Political Behavior Extreme political behavior that violates the implied rules of the

game: sabotage, whistle-blowing, and symbolic protest



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The Reality of Politics

Politics is a natural result of resource scarcity

Limited resources lead to competition and politicalbehaviors

Judgments on quality of resource distribution differmarkedly based on the observers perception

Blaming others or fixing responsibility Covering your rear or documenting decisions

Perfectionist or attentive to detail

Most decisions are made under ambiguous conditions

Lack of an objective standard encourages politicalmaneuvering of subjective reality


E X H I B I T 13-3


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Causes and Consequences of Political Behavior

Factors that Influence Political Behavior


E X H I B I T 13-4


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Employee Responses to Organizational Politics

Most employees have low to modest willingness to play

politics and have the following reactions to politics:


E X H I B I T 13-5


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Defensive Behaviors

Employees who perceive politics as a threat have

defensive reactions

May be helpful in the short run, dangerous in the long run

Types of defensive behaviors

Avoiding Action

Overconforming, buck passing, playing dumb, stalling

Avoiding Blame

Bluffing, playing safe, justifying, scapegoating

Avoiding Change

Prevention, self-protection


E X H I B I T 13-6


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Impression Management (IM)

The process by which individuals attempt to control the

impression others form of them

IM Techniques

Conformity

Excuses

Apologies

Self-Promotion

Flattery

Favors

Association


E X H I B I T 13-7

Source: Based on B. R. Schlenker, Impression Management(Monterey, CA: Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko, Impression

Management 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 the Organization (Hillsdale, NJ: Lawrence Erlbaum Associates, 1989), pp. 4571.


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IM Effectiveness

Job Interview Success

IM does work and most people use it

Self-promotion techniques are important

Ingratiation is of secondary importance

Performance Evaluations Ingratiation is positively related to ratings

Self-promotion tends to backfire



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The Ethics of Behaving Politically

It is difficulty to tell ethical from unethical politicking

Three questions help:

1. What is the utility of engaging in the behavior?

2. Does the utility balance out any harm done by the action?

3. Does the action conform to standards of equity and justice? Answers can be skewed toward either viewpoint



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Global Implications

Politics Perceptions

Negative consequences to the perception of politics seem to

be fairly widespread

Preference for Power Tactics

The choice of effective tactics is heavily dependent on the

culture of the country in which they are to be used

Effectiveness of Power Tactics

Still open to debate; too little research has been done



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Summary and Managerial Implications

Increase your power by having others depend on you

more.

Expert and referent power are far more effective than

is coercion.

Greater employee motivation, performance, commitment,

and satisfaction

Personal power basis, not organizational

Effective managers accept the political nature of

organizations.

Political astuteness and IM can result in higher

evaluations, salary increases, and promotions.



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All rights reserved. No part of this publication may be reproduced,stored in a retrieval system, or transmitted, in any form or by any

means, electronic, mechanical, photocopying, recording, or otherwise,without the prior written permission of the publisher. Printed in the

United States of America.

Copyright 2011 Pearson Education,Inc. Publishing as Prentice Hall


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