C H A P T E R

T W E L V E

Organizational Power and Politics

Suggested topics
Describe a time when you had to deal with organizational politics. Describe a situation where you saw evidence of power or influence being used in an organization Describe a time when someone influenced you to act a particular way or do a particular thing that you would not of otherwise done.

Power Empowerment

How to get it How to use it without abusing it

Definition
A four letter word? Influence? Control over others? Being able to get things done? ??????

A shifting definition
Reflects the new reality of organizations A new definition of employee

The Meaning of Power

Power is the capacity of a person, team, or organization to influence others.
The potential to influence others People have power they dont use and may not know they possess Power requires one persons perception of dependence on another person
Southland Times, New Zealand

Why does having power matter?

With power you can Intercede favorably on behalf of someone in trouble Get a desirable placement for a talented subordinate Get approval for expenditures beyond the budget Get items on and off agendas Get fast access to decision makers Maintain regular, frequent contact with decision makers Acquire early information about decisions and policy shifts

The goal?
Overcome feelings of powerlessness Convert power effectively into interpersonal influences in ways that avoid the abuse of power

To empower yourself

To facilitate the empowerment of others

Relationship Among Social Influence, Power, and Politics

Capacity to exert influence Successful

Organizational politics

Power

Social influence

Use of power for personal interests

Unsuccessful

Power and Dependence

Person Bs counterpowe r over Person A

Person A

Person B

Person As power over Person B

Person Bs Goals

Types of Individual Power: A Summary

Individual Power

Position Power Legitimate power Reward power Coercive power

Personal Power Referent power Expert power

Model of Power in Organizations

Sources Of Power

Legitimate Reward Coercive Expert Referent

Power over Others

Contingencies Of Power

Legitimate Power
Ones structural position The power a person receives as a result of his or her position in the formal hierarchy of an organization

The Limits of Legitimate Power

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

Archive Photos

Reward and Coercive Power

Power that achieves compliance based on the ability to distribute rewards that others view as valuable Coercive Power: the opposite of reward power: the power that is based on fear of negative results.

Sources of Power
Legitimate Power Reward Power Coercive Power Expert Power
Archive Photos

Referent Power

Expert Power

Influence is based on special skills or knowledge

Referent Power

Influence is based on possession by an individual of desirable resources or personal traits The desire to please

Information and Power

Control over information flow

Based on legitimate power Relates to formal communication network Common in centralized structures (wheel pattern)

Coping with uncertainty

Those who know how to cope with organizational uncertainties gain power Prevention Forecasting Absorption

Contingencies of Power
Sources Of Power Contingencies Of Power Substitutability Centrality Discretion Visibility Power over others

Increasing Nonsubstitutability
Differentiation Controlling Tasks

Increasing Nonsubstitutability
Controlling Labour Controlling Knowledge

Consequences of Power
Sources of Power Expert Power Referent Power Legitimate Power Reward Power Coercive Power Consequences of Power

Commitment

Compliance

Resistance

Sexual Harassment and Power

Harasser stereotypes the victim as subservient and powerless Harasser threatens job security or safety through coercive or legitimate power Hostile work environment harassment continues when the victim lacks power to stop the behaviour

Office Romance and Power

Co-workers believe that employees in relationships abuse their power to favour each other. Higher risk of sexual harassment when relationship breaks off.

Organizational Politics

Attempts to influence others using discretionary behaviours to promote personal objectives

Discretionary behaviours neither explicitly prescribed nor prohibited

Politics may be good or bad for the organization

Extent to Which Political Activity is Likely (range 0-3)

Organizational Politics: More Likely at the Top

1.3 1.2 1.1 1.0 .9 .8 .7

Political activity is perceived to increase at higher organizational levels

(1.22) (1.07)

(.73) (.54)

.6
.5 .4 .3

(.50)

(.18)

.2
.1 Production and Clerical and Technical and Lower Middle Upper blue collar white collar professional management management management

Organizational Level

Types of Organizational Politics

Managing impressions Attacking and blaming

Creating obligations

Types of Organizational Politics

Controlling information

Cultivating networks

Forming coalitions

Impression management

Conformity: agreeing with anothers opinion to get their approval Excuses: Explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament Apologies: Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action Acclamations: Explanation of favourable events to maximize the desirable implications for oneself. Flattery: Complimenting others on their virtues in an effort to make oneself appear perceptive and likeable Favours: Doing something nice for someone to gain that persons approval Association: Enhancing or protecting ones image by managing information about people and things with which one is associated.

You scratch my back

It was Johns fault

Attacking and blaming I thought

you knew
Creating obligations

Types of Organizational Politics

Controlling information

Cultivating networks

Forming coalitions

Look who I know

We agreed that

Conditions for Organizational Politics

Personal Characteristics Scarce Resources

Conditions Supporting Organizational Politics

Tolerance of Politics Complex and Ambiguous Decisions

Conditions for Organizational Internal Politics Perceived locus of

control
Personal Characteristics Scarce Resources

alternatives?

Deceit is appropriate

Conditions Supporting Organizational Politics

Zero-sum rewards

Tolerance of Politics

Complex and Ambiguous Decisions

It works here

Democratic decision making

Political Antics Top the Most Unethical List: Survey Results Potentially Situation
Gender discrimination in recruitment or hiring Arrangements with vendors leading to personal gain Nonperformance factors used in appraisals Gender discrimination in compensation Not maintaining confidentiality Using discipline inconsistently Gender discrimination in promotion Sexual harassment Allowing differences in pay due to friendships Hiring, training, or promoting based on favouritism 0 (22.6) (23.1) (23.5) (25.8) (26.4) (26.9)

political behaviours

(26.9)
(28.4) (30.7) (30.7) 5 10 15 20 25 30 35 Percentage Responding with a 4 or 5 on a five-Point Scale Measuring Degree of Seriousness (where 5=very great)

Controlling Political Behaviour

Provide Sufficient Resources Introduce Clear Rules Free Flowing Information Manage Change Effectively Remove Political Norms Hire Low-Politics Employees Increase Opportunities for Dialogue Peer Pressure Against Politics