Organizational behavior

Comprehensive presentation
Group particulars
• TOPIC :POWER AND POLITICES
• ZARAK KHAN BABAR
• SHUKAR ULLAH
• ZARA UMER
• USMAN SHAFIQ
• YASIR ALAM
• ZULQARNAIN
POWER
• It the ability to direct the behavior of others.
• We have two bases for power.
• Formal:
• It is power of position within the organization.
• Personal:
• These are the unique set of skills that makes a person authentic.
Formal power(sub divisions)
• Legitimate power: it is power of position in formal hierarchy of
organization.
• Example : leader of the team.
Coercive power:
• It is power of punishing the subordinates for not meeting the
performance expectations.
• It’s appropriate to maintain discipline and enforcing rules.
Reward power
• It’s the authority or ability to rewards your subordinates.
• Examples:
• Salary increase
• Bonus
• Appreciation letters
• Nomination for the higher post
Informational power
• It is access to important information desired by others.
• Example:
• Organizational next strategy for recruitment or increments.
Which power do you observe over here??
PERSONAL POWER-(SHUKAR
ULLAH)
• Expert power :influence based on special skills and knowledge and
experience.
• We usually use a term Expert opinion.
TYPES OF PERSONAL POWER
1. REFERENT POWER
2. EXPERT POWER
3. CONNECTION POWER
REFERENT POWER
• Sharing of knowledge or information
• This power develops out of admiration of another and a desire to be
like that person.
EXPERT POWER
• It influence as result of expertise special skills or knowledge.
• This power is based on the famous proverb ‘knowledge is power’. 
• Computer specialist tax accountants, economist, and other specialist
power as a result of their expertise.
CONNECTION POWER
• It is based on the user’s relationship with influential people.
• Is a form of organizational politics.
• The right connection can give power or at least perception of power.
 INFLUENCE VS POWER(ZARA UMER)

Power
• Power is the authority to get things done by others.

Influence
• Influence is the ability to create an impact on the beliefs and actions of
others without forcing them.
 POWER
• Power might not generate
respect.
• Power is positional as it usually
comes with a high post and rank.
• Power pushes people to do
things.
• Power is imposed by
authoritative figures like bosses
or teachers
INFLUENCE
• Influence generates respect .
• Influence is personal and it is
due to who the person is, not
what rank he or she holds.
• Influence persuades people by
changing their beliefs and
perceptions.
• Influence does not require
position or authority.
DIFFERENCE
 POWER
• Power does not require goal
compatibility, merely dependence.
• Not so.
• Research on power focuses on
tactics for gaining compliance.
• It goes beyond the individual as
exerciser of power, because
groups as well as individuals can
use power to control other
individuals or groups.
LEADERSHIP
• Leadership requires some
congruence between the goals of
the leader and those being led.
• It focuses on downward
influence on followers.
• Leadership research, for the most
part, emphasizes style.
• How supportive should a leader
be? How much decision making
should be shared with followers?
 POWER TACTICS

• Used to translate power bases into specific actions that influence

others.
• Some are more effective than others.
• Rational persuasion: A tactic that is used to try and convince
someone with a valid reason, rational logic, or realistic facts.

• Inspirational appeals: A tactic that builds enthusiasm by

appealing to emotions, ideas and/or values.

• Consultation: A tactic that focuses on getting others to

participate in the planning process, making decisions, and
encourage changes.
• Ingratiation: A tactic that emphasizes on getting someone in a good
mood prior to making a request. It includes being friendly, helpful, and
using praise or flattery.

• Personal appeals:  A tactic that refers to friendship and loyalty while

making a request.

• Exchange: A tactic that suggests that making

express or implied promises and trading
favors.
• Coalition tactics: Refers to a tactic that prescribes getting others to
support your effort to persuade someone.

• Pressure: A tactic that focuses on demanding compliance or using

intimidation or threats.

• Legitimating tactics: This tactic suggests that basing a request on

one’s authority or right, organizational rules or policies, or express or
implied support from superiors, is a best.
Politics (USMAN SHAFIQ)

• Making of a decision that is uniform and implies on all organization

members
• It involves use of power by one person to affect the behaviour of
other person
• Legitimate political behaviour :normal everyday politics
• Illegitimate political behaviour: extreme political behaviour
 Managers survey
• Politics is common in most of the organizations.
• Managers must be good at politics to succeed.
• Politics become more important at higher levels.
• Politics can detract from organizational efficiency
Function
• overcoming personal inadequacies
• Cope with Change
• Channel Personnel Contacts
• Substitute for Formal Authority
Reason for political
behavior(ZULQURNAIN)
• Limited resources
• Changing technology and environment
• Non programmed decision
• Organizational change
Impacts of office politics on organization

• Workplace politics like other factors affecting organizational

performance, productivity, profitability, and sustainability is like two
side of coin having face and bottom that is positive and negative
implications.
Positive sides of workplace politics
• competitiveness:
• Efficient decision making:
• Quality of leadership:
• Effective means of information:
Negative side of workplace politics
• Conflict
• Defective leadership
• Poor management
• Hatred and lack of trust
• Job dissatisfaction