Power and politics

Define power and its relationship with

authority and influence
Explain the sources of power
Power Tactics
Political Behavior in Organizations

• Afi abdiawan
• Dio ahmad sopian
• Muhammad alfikri hadryan
 Definition of Power
 Power, ability to influence behavior, change events,
overcome resistance, and ask people to do things they
don't want to do (Pfeffer in Luthans 2006: 482).
 Robbins and Judge (2008, 2: 130) Power is the ability A
has to influence B's behavior so that B acts according to
A.'s wishes.
 Authority is the right to influence behavior that has
legitimacy. Influence is the power that arises from
something (objects, people, events) in the form of a
causal relationship between variables.
 Where does power come from?

1. Formal power, namely power based on the position of an

individual in an organization. Because it is also called position
power (position power).
Formal powers include:
a) Coercive power,
b) Reward power,
c) Legitimate power.
2. Personal power, that is, power that comes from unique
individual characteristics.
Two personal power bases namely;
a) Expertise power,
b) Referent power
 Coercive power
 The source of this power depends on fear. People with
coercive power have the ability to have unpleasant
consequences.
 In the organizational context, managers often have
coercive power, where they can;
 Dismiss, defer or downgrade the people who work for them
 Cut employee salaries
 Give reinforcement of punishment
 Maybe it's because of fear that makes employees arrive
on time and busy at work.
 Power of Appreciation

 Power of appreciation, power that comes from the ability

to control resources and give appreciation to others.
 In the organizational context, managers have the ability
to provide rewards such as salary increases, promotions,
information, feedback, and other awards available to
them.
 The award given, both financial and nonfinancial, must
be felt valuable to the recipient's employees, not from
the manager's side.
 Legitimacy Power
 Legitimacy power, power that comes from official rights or
authority (position) in the organization. These rights are
usually applied through requests, orders or instructions.
 Luthans (2006: 484), the power of legitimacy (rights) comes
from three main sources.
1. The strong cultural values ​of organizations determine what
legitimacy is.
2. People can gain legitimacy from the social structure they
receive.
3. Legitimacy arises from the purpose of being an agent,
representative, or group in power.
 Each form of legitimacy of this power creates an
obligation to be accepted and influenced.
 Kekuasaan Keahlian
 Kekuasaan Keahlian, kekuasaan yang bersumber pada
keahlian (kredibilitas) dalam bidang tertentu.
 Dalam organisasi, staf spsialis (akuntan, TI, konsultan
pajak) mempunyai kekuasaan keahlian dalam area
fungsional mereka, tetapi tidak di luar area tersebut.
 Kekuasaan keahlian itu sangat selektif, dan selain
kredibilitas, agen juga harus mempunyai sifat dapat
dipercaya dan relevan.
 Referent Power

 Referent power, power that comes from certain personality

traits that are interesting and pleasing. This power comes
from the desire of some people to be known agents who
hold power.
 Referent power develops from admiration for the agent and
the desire to be like that person.
 In the organizational context, referent power is very
different from other types of power. Managers who depend
on referent power must be attractive to their employees.
Regardless of whether managers have the ability to reward
or punish, or whether they have legitimacy.
 Power tactics
(Ways taken by individuals to translate the source of power into specific
actions)
Robbins and Judge (2008, 2: 139) identify nine kinds of power
tactics.
1. Legitimacy, relying on one's authority position or emphasizing
that a request is in line with the organization's
policies/requirements.
2. Rational reasoning or persuasion presents logical facts and
arguments to show that a request makes sense.
3. An inspirational appeal develops emotional commitment by
calling for the values, needs, hopes and aspirations of a target.
4. Consultation, increasing motivation and support from the
target parties by involving in deciding how the plan or
change will be implemented.
5. Exchange, giving rewards to targets or targets in the
form of money or other rewards in exchange for
wanting to obey a request.
6. Personal appeal, asking for obedience based on
friendship or loyalty
7. Pleasing others, using flattery, praise or friendly
behavior before making a request.
8. Pressure, using warnings of strict demands, and threats
9. Coalition, asking for help from others to persuade the
target or use the support of others as a reason for the
target to agree.
 POLITIK
 Politics is power in action, which consists of activities used
to acquire, develop and use power, and other resources,
... (Gibson et.al 1996)
 Political behavior, activities that are not seen as part of a
person's formal role in the organization, but which affect,
or attempt to influence, goals, criteria or processes in the
organization. (Robbinsc & Judge.2008)
1. Political behavior is outside of work requirements
2. Political behavior requires an effort to obtain and maintain
power
3. Political behavior is designed to benefit individuals or groups,
along with organizational costs
 POLITICAL BEHAVIOR

 Robbinsc & Judge (2008: 147) Political behavior, activities

that are not seen as part of a person's formal role in the
organization, but which affect, or try to influence, goals,
criteria or processes in the organization.
a) Political behavior is outside of work requirements
b) Political behavior requires an effort to obtain and
maintain power
c) Political behavior is designed to benefit individuals or
groups, along with organizational costs
 THE TACTIC PLAYS POLITICS IN
ORGANIZATIONS
1. Increase inability or alternative substitutes
(supplements)
2. Increase closeness with the leader / manager in power
(power elite) *)
3. Building coalitions, conspiracies and co-optations
4. Influencing the decision making process (controlling the
agenda and presenting outside experts)
5. Blame or attack others with an issue or opinion creation
6. Manipulating information
7. Creating and maintaining a good / praiseworthy image
*) Who is the person who is considered to be in power or
who has the ability of power in the organization or
power elite?
1. Those who have influence in the process decision-
making
2. Those who control the sources important and decisive
organization
3. Those who have access to the organization
 The Relationship of Organizational
Politics and Individual Outcomes
1. Perceptions of organizational politics are negatively
related to job satisfaction.
2. Perceptions of politics tend to increase work anxiety
and stress.
3. Political intensity causes an increase in employee
turnover.
4. Politics causes a decrease in performance, because
employees perceive an unfair political atmosphere that
makes work motivation decrease.
5. When politics is seen as a threat, people often respond
with defensive behavior - reactive and protective
behaviors to avoid; action, blame or change
Question 1:
Is an action Yes Unethical
politics are motivated
by strings attached, for
serve yourself
or to avoid
from goal-2
no
organization?

Question 2: no unethical
Is political action
It respects the rights
individual rights which
involved?
Yes

Question 3: no
Is political activity unethical
Is that fair and appropriate?
Yes
 MANAGE IMPRESSIONS
 Impression management is the process by which individuals
try to control the impressions that others have formed
about themselves.
 The aim is to make himself more attractive to others.
 Some impression management techniques.
 Harmony, agreeing with other people's opinions to get his approval.
 Apology, acknowledging responsibility for an unexpected event as
well as apologizing for the action.
 Self-promotion, highlighting the nature and accentuating self-
achievement
 Etc. (robbin. 2006: 159)