DECISION MAKING,

POWER, AND POLITIC IN

ORGANIZATION

WHY DO WE TALK ABOUT

POWER AND POLITIC?
ORGANIZATIONS HAVE TO MAKE
DECISION
MODELS FOR DECISION MAKING

RATIONAL MODEL
TRIAL AND ERROR MODEL
COALITION METHOD
GARBAGE CAN MODEL

POWER AND POLITICS ARE USED FOR

LAST THREE MODELS

MODELS FOR DECISION MAKING IN

ORGANIZATION
AGREEMENT ON GOALS/PROBLEMS

AGREE
DISAGREE

AGREEMENT ON METHOD

AGREE

DISAGREE

RATIONAL

COALITION

TRIAL AND ERROR

GARBAGE CAN

POWER
A HAS POWER OVER B WHEN A

HAS INFLUENCE ON B TO DO
WHAT A WANTS, EVEN B DOESNT
WANTS..
A AND B ARE ACTORS, IT CAN BE
INDIVIDUAL, GROUP OR
ORGANIZATION.

SOURCES OF POWER

FORMAL AUTHORITY
CONTROL OF SCARCE RESOURCES
USE OF ORGANIZATIONAL STRUCTURE, RULES, AND
REGULATIONS
CONTROL OF DECISION PROCESSES
CONTROL OF KNOWLEDGE AND INFORMATION
CONTROL OF BOUNDARIES
ABILITY TO COPE WITH UNCERTAINTY
CONTROL OF TECHNOLOGY
INTERPERSONAL ALLIANCES, NETWORK, AND
CONROL OF INFORMAL ORGANIZATION
THE POWER ONE ALREADY HAS
STRUCTURAL FACTORS THAT DEFINE THE STAGE OF
ACTION

POLITIC
THE ACTION OF INDIVIDUAL IN
ORGANIZATION TO ACQUIRE,
DEVELOP, AND USE POWER AND
OTHER RESOURCES TO GET
RESULTS INDIVIDUAL WANTS IN
THE UNCERTAINTY SITUATION.

DETERMINANTS OF
POWER
DEPENDENCY
INTEREST AND LIMITED

RESOURCES AS A SOURCE OF
DEPENDENCY
GREATER DEPENDENCY CREATES
GREATER POWER.

QUALITY OF RESOURCE

IMPORTANCE
SCARCITY
NONSUBSTITUTABILITY

ELEMENTS OF POWER
BASES OF POWER, ELEMENTS

INDIVIDUAL USES TO INFLUENCE

OTHERS: COERCIVE, REWARD,
PERSUASIVE, KNOWLEDGE.
SOURCES OF POWER, WHERE DO
ELEMENTS OF POWER COME FROM:
POSITION, PERSONAL, EXPERTISE,
OPPORTUNITY (POSISI YANG TEPAT
PADA WAKTU YANG TEPAT)

TAKTIK KEKUASAAN
BAGAIMANA MEMANIPULASI

(MENGGUNAKAN UNTUK MENCAPAI

TUJUAN) DASAR KEKUASAAN
TAKTIK KEKUASAAN: REASON,
FRIENDLINESS,
COALITION,BARGAINING,
ASSERTIVENESS, HIGHER
AUTHORITY, SANCTIONS.

STRATEGI MENGGUNAKAN
KEKUASAAN
MENGENDALIKAN ALIRAN INFORMASI
MENGONTROL KRITERIAN

PENGAMBILAN KEPUTUSAN
MELAKUKAN KOALISI BAIK INTERNAL
MAUPUN EKSTERNAL
MEMANGGIL AHLI LUAR (KONSULTAN)
UNTUK MEMPERKUAT
POSISI/MENDUKUNG GAGASAN

STRATEGI
MENGEMBANGKAN
KEKUASAAN

MENCIPTAKAN KETERGANTUNGAN
PIHAK LAIN

BEKERJA PADA POSISI YANG

KETIDAKPASTIANNYA TINGGI
MENCIPTAKAN SENTRALITAS
MEMBANGUN KETRAMPILAN YANG LANGKA

MENGATASI KETIDAKPASTIAN
MEMBANGUN JARINGAN PERSONAL
MENGEMBANGKAN/MENINGKATKAN
KEAHLIAN

POLITICAL RULE IN
ORGANIZATION
AUTHOCRACY, KEKUASAAN DIPEGANG OLEH

SATU ORANG ATAU KELOMPOK KECIL ORANG

BUREAUCRACY, ATURAN DIJALANKAN
MELALUI PEDOMAN TERTULIS BERDASARKAN
RATIONAL-LEGAL TYPE OF AUTHORITY
TECHNOCRACY, ATURAN YANG DIJALANKAN
MELALUI PENGGUNAAN PENGETAHUAN,
KEAHLIAN, DAN KEMAMPUAN
MENYELESAIKAN MASALAH YANG RELEVAN
CODETERMINATION, MANAGEMEN BERSAMA
ANTARA YANG BERKUASA DAN OPOSISI
UNTUK KEPENTINGAN BERSAMA

 REPRESENTATIVE DEMOCRACY, WAKIL

TERPILIH BERTINDAK ATAS NAMA PEMILIH

DAN MEMEGANG MANDAT UNTUK PERIODE
WAKTU TERTENTU
DIRECT DEMOCRACY, SETIAP ORANG
MEMILIKI HAK YANG SAMA UNTUK
MENGATUR DAN TERLIBAT DALAM SEMUA
PROSES PENGAMBILAN KEPUTUSAN.