POWER AND POLITICS

POWER
- power is the ability to get someone to do something you want done
- it makes thing happen the way you want
SOURCES OF POWER IN ORGANIZATION
1. REWARD POWER
- depends upon person’s ability and resources to reward others
- the extent to which a manager can use extrinsic and intrinsic rewards to control
other people.
- potential rewards: pay increase, promotions, favorable work assignments, more
responsibility, new equipment, praise, feedback, recognition
2. COERCIVE POWER
- the source of power depends on fear
- the extent to which a manager can deny desired rewards or administer punishments
to control other people.
- people with coercive power have ability to inflict punishment or aversive
consequences on other person or make threats about punishment
- individuals exercise coercive power through reliance upon physical strength, verbal
facility and ability to grant or withhold emotional support from others
3. LEGITIMATE POWER
- power source stems from internalized values of other persons giving legitimate right
to agent to influence them
- the extent to which a manager can use subordinates’ internalized values or beliefs
that the boss has a right of command to control their behavior.
- it does not depend on relationships with others, rather on position or role the person
holds
4. REFERENT POWER
- power comes from desire on part of other person to identify with agent wielding
power.
- the ability to control another’s behavior because the person wants to identify with
the power source.
* Managers with referent power must be attractive to subordinates
(have desirable resources or personal characteristics)
5. EXPERT POWER
- Based on extent others attribute knowledge and expertise to power seeker
- Experts are perceived to have knowledge or understanding in certain well –defined
areas
* Credibility comes from having right credentials and display of tangible evidence of
knowledge
EMPOWERMENT
- Process by which managers help others to acquire and use the power needed
to make decisions affecting themselves and their work.
 - considers power to be something that can be shared by everyone working in
flatter and more collegial organizations.
THE POWER KEYS TO EMPOWERMENT:
1. Traditional view – power is relational in terms of individual.
2. Empowerment view – emphasis is on the ability to make things happen.
- power is relational in terms of problems and opportunities, not
individuals.
ORGANIZATIONAL POLITICS
- intentional enhancement of self – interest
- involves those activities by organizations to acquire, develop and use power
and other resources to obtain one’s preferred outcomes in a situation in which
there is uncertainty or dissent about choices.
FACTORS INFLUENCING POLITICAL BEHAVIOR
1. INDIVIDUAL FACTORS
High self – monitors
High Machiavellianism
Internal locus of control
Organizational investment
Perceived job alternatives
Expectations of success
2. ORGANIZATIONAL FACTORS
Reallocation of resources
Promotion opportunities
Low trust
Role ambiguity
Unclear performance evaluation system
High performance pressure
Self-serving senior managers
EXAMPLES OF POLITICAL TACTICS:
Attacking or blaming others
Creating a favorable image
Developing a base of support
Inspirational appeal
Consultation
Exchange
Coalition
Pressure
WAYS TO LIMIT THE EFFECTS OF POLITICAL BEHAVIORS IN ORGANIZATION:
Open communication
Provide sufficient resources
Introduce clear rules
Free flowing information
 Measure performance, not personalities
Remove political norms
Hire low politics employees
Increase opportunities for dialogue
Peer pressure against politics
WAYS TO MANAGE ORGANIZATIONAL POLITICS EFFECTIVELY:
- learn the culture and the “rules of the game” for success in the organization
- established credibility and an overall positive impression in the eyes of others
in the organization
- build a base of support by networking, forming alliances, with key players
- create and implement formal and clear policies, procedures to reduce
ambiguity
- be open and visible with employees when dealing with key issues that affect
them
- act in ways consistent with what is verbally communicated to employees
(walk the talk)
- use defensive behaviors such as protection against dirty political players in
the organization