Power and Political Behavior

Part III

Power and Political Behavior

 Managing Political Behavior in
Organizations

Managing political behavior at work is important.

The perception of dysfunctional political behavior
can lead to dissatisfaction.
E.g.:
When employees perceive that there are dominant
interest groups or cliques at work, they are less
satisfied with pay and promotions. When they
believe that the organization’s reward practices
are influenced by who you know rather than how
well you perform, they are less satisfied.
Power and Political Behavior
On How Managers Prevent The Negative
Consequences Of Political Behavior

Open communication
Clear expectations about performance and
rewards
Participative decision-making practices
Workgroup cooperation
Effective management of scarce resources
Supportive organizational climate

Power and Political Behavior

 Managing Up: Managing the Boss
Make Sure You Understand Your Boss And His Context,
Including:
His goals and objectives.
The pressures on him.
His strengths, weaknesses, blind spots.
His preferred work style.
Assess Your Needs, Including:
Your own strengths and weaknesses.
Your personal style.
Your predisposition toward dependence on authority figures.
Develop And Maintain A Relationship That:
Fits both your needs and styles.
Is characterized by mutual expectations.
Keeps your boss informed.
Is based on dependability and honesty.
Selectively uses your boss’s time and resources.

Power and Political Behavior

 Sharing Power: Empowerment

Empowerment- sharing power within an

organization.

Empowerment is easy to advocate but difficult to

put into practice.

“Creating conditions for heightened motivation

through the development of a strong sense of
personal self-efficiency.”
Jay Conger
Power and Political Behavior
Jay Conger is recognized
throughout the world as
an expert on leadership,
training and development
of leaders and managers,
organizational change,
and boards of directors;
Senior Research Scientist
Jay Conger
Empowerment should begin with job content and
proceed to job context. Because the workforce
is so diverse, managers should recognize that
some employees are more ready for
empowerment than others. Managers must
diagnose situations and determine the degree
of empowerment to extend to employees.

The empowerment process also carries with it a

risk of failure. When you delegate responsibility
and authority, you must be prepared to allow
employees to fail; and failure is not something
most managers tolerate well.

Power and Political Behavior

Four Dimensions Comprise the Essence of Em

Meaning
Competence
Self-determination
Impact

Power and Political Behavior

Four Dimensions Comprise the Essence of
Empowerment
Meaning is a fit between the work role and the
employee’s values and beliefs.

Competence is the belief that one has the

ability to do the job well.

Self-determination is having control over the

way one does his or her work.

Impact is the belief that one’s job makes a

difference within the organization.
Power and Political Behavior
Guidelines on How Leaders Can Empower
Others
Managers should express confidence in employees
and set high performance expectations.

Managers should create opportunities for

employees to participate in decision-making.

Managers should remove bureaucratic constraints

that stifle autonomy.

Managers should set inspirational or meaningful

goals.

Power and Political Behavior

Implementation/
Point D Point E
Follow-up Mission Self-
Defining Management
Alternative
Choice

Alternative Point C
Evaluation
Participatory
Empowerment

Alternative
Development

Point A Point B
Problem
Identification No Discretion Task Setting

Problem Alternative Alternative Alternative Implementation/

Identification Development Evaluation Choice Follow-up

INCREASING
Decision-Making Authority over Job Context

Employee Empowerment Grid

No Discretion (Point A)
Represents the traditional, assembly-
line job:
• Highly routine and repetitive
• With no decision-making power

If these jobs have a demanding pace and

if workers have no discretion, distress will
result.
Power and Political Behavior
Task Setting (Point B)
Is the essence of most
empowerment programs in
organizations today. In this case, the
worker is empowered to make decisions
about the best way to get the job done,
but has no decision responsibility for
the job context.

Power and Political Behavior

Participatory Empowerment (Point C)
Represents a situation that is typical of
autonomous work groups that have some
decision-making power over both job context.
Their job involvement is in problem
identification, developing alternatives, and
evaluating alternatives, but the actual choice of
alternatives is often beyond their power.
Participatory empowerment can lead to job
satisfaction and productivity.

Power and Political Behavior

Mission Defining (Point D)
Is an unusual case of
empowerment and is seldom seen.
Here, employees have power over
job context but not job content.

Power and Political Behavior

Self-Management (Point E)
Represents total decision-making
control over both job content and job
context. It is the ultimate expression
of trust.

Power and Political Behavior

 Managerial Implications: Using Power
Effectively
Use power in ethical ways.

Understand and use all the various types of power and

influence.

Seek jobs that allow you to develop your power skills.

Use power tempered by maturity and self-control.

Accept that influencing people as an important part of

the management job.

Power and Political Behavior

 Thank You!!
Muchas Gratias!!
謝謝 你們 !!
ありがとう みんな ~ さ
ん !!

四代目火影波風ミナト