Learning Outcomes Chapter 11 Power and Political Behavior

Learning Outcomes Chapter 11 Power and Political Behavior 1. Describe the concept of power. 2. Identify forms and sources of power in organizations. 3. Describe the role of ethics in using power. 4. Identify symbols of power and powerlessness in organizations. 5. Define organizational politics and understand the role of political skill and major influence tactics. 6. Identify ways to manage political behavior in organizations. © 2011 Cengage Learning. All rights reserved.

1 Learning Outcome Describe the concept of power and Politics

The Concept of Power – the ability to influence another person Influence – the process of affecting the thoughts, behavior, and feelings of another person Authority – the right to influence another person © 2011 Cengage Learning. All rights reserved.

Power and dependence Person B’s counterpower over Person A Person B’s goals Person A’s power over Person B 4

Power is the capacity of a person, team or organisation to influence others – the potential to influence others – people have power they don’t use and may not know they possess – power requires one person’s perception of dependence on another person

Model of power in organisations Sources of power Legitimate Reward Coercive Expert Referent Power over others Contingencies of power 6

The limits of legitimate power The Caine Mutiny illustrates the limits of legitimate power in organisations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny. © Reuters Archive Photos 7

Zone of Indifference the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought

Sources of power Legitimate power Reward power Coercive power Expert power © Reuters Archive Photos Referent power 9

Information and power • Control over information flow – based on legitimate power – relates to formal communication network – common in centralised structures (wheel pattern) • Coping with uncertainty – those who know how to cope with organisational uncertainties gain power • prevention • forecasting • absorption 10

Contingencies of power among pilots These pilots at Germany's Lufthansa Airlines won 30 per cent pay rises after staging two 24 -hour strikes that grounded hundreds of flights and cost the airline more than US$23 million. Pilots are powerful because they have low substitutability (only other pilots can replace them) and high centrality. © AFP/CORBIS 11

Increasing non-substitutability Controlling tasks Differentiation Increasing non-substitutability Controlling labour Controlling knowledge 12

Contingencies of power Sources of power Power over others Contingencies of power Substitutability Centrality Discretion Visibility 13

Consequences of power Sources of power Consequences of power Expert power Commitment Referent power Legitimate power Compliance Reward power Coercive power Resistance 14

Which Power Is Most Effective? Expert Power! • Strongest relationship to performance & satisfaction • Transfers vital skills, abilities, and knowledge within the organization • Employees internalize what they observe & learn from managers they consider “experts” © 2011 Cengage Learning. All rights reserved.

[Criteria for Using Power Ethically] Does the behavior produce a good outcome for people both inside and outside the organization? Does the behavior respect the rights of all parties? Does the behavior treat all parties equitably and fairly? © 2011 Cengage Learning. All rights reserved.

[Two Faces of Power] Personal Power n used for personal gain Social Power n

5 Learning Outcome Define organizational politics and understand the role of political skill and

Organizational Politics the use of power and influence in organizations

Political Behavior actions not officially sanctioned by an organization that are taken to influence

Types of organisational politics Managing impressions Creating obligations Attacking and blaming Types of organisational politics Cultivating networks Controlling information Forming coalitions 37

Conditions for organisational politics Personal characteristics Scarce resources Conditions supporting organisational politics Tolerance of politics 38 Complex and ambiguous decisions

Conditions Encouraging Political Activity • Unclear goals • Autocratic decision making • Ambiguous lines

[Using Influence Tactics ] • Develop and maintain open lines of communication in all directions • Treat the targets of influence attempts with basic respect • Understand that influence relationships are reciprocal • Direct influence attempts towards organizational goals © 2011 Cengage Learning. All rights reserved.

Political Skill ability to get things done through positive interpersonal relationships outside the formal

Four Dimensions to Political Skill Social astuteness Interpersonal influence Networking ability Sincerity © 2011

6 Learning Outcome Identify ways to manage political behavior in organizations. © 2011 Cengage

[Managing Political Behavior] • • • Recognize it Open communication Clarify performance expectations Participative management Encourage cooperation among work groups • Manage scarce resources well • Provide a supportive organizational climate © 2011 Cengage Learning. All rights reserved.

Empowerment creating conditions for heightened motivation through the development of a strong sense of

Four Dimensions of Empowerment Meaning Selfdetermination Competence Impact © 2011 Cengage Learning. All rights

[Guidelines for Empowering] • Express confidence in employees and set high performance expectations • Create opportunities for participative decision making • Remove bureaucratic constraints that stifle autonomy • Set inspirational and meaningful goals © 2011 Cengage Learning. All rights reserved.