Gazzali Jafar M.

Tomawis
BSA 3-D

What is AUTHORITY? POWER?

Power is defined as the ability of one person or party to influence another person or party
to act in the way that the influencer desires.   It's built on the concept of a dependence variable.
Power refers to a capacity that A has to influence the behavior of B so B acts in accordance with
A’s wishes. An example of power is the authority a local government has to collect taxes from its
citizens. Many experts agree with German sociologist Max Weber's definition, which states that
power is the ability to exert one's will over others (Weber 1922). Power shapes bigger dynamics
such as social groupings, professional organizations, and governments, in addition to personal
connections. The thing with power, is that one can only obey the wishes of the other. Authority,
on the other hand, is accepted power—that is, power that people choose to follow according to
established procedures. People respect authority figures because they believe they are deserving
of respect, or because they are in a position that necessarily entails respect. People generally
regard an authority figure's intentions and demands as reasonable, legitimate, beneficial, or true.

What are the bases of power? Explain.

Formal power
Formal authority is determined by a person's position within an institution. It can
originate from formal authority, or from the ability to coerce or reward. An employee's power,
if any, is usually outlined in the job description for the position the employee holds. Nathan's
power is derived from his position as a project manager for his company.
 Coercive power - Fear of the negative consequences of failure to cooperate is the
foundation of coercive power. It is based on the imposition, or threat of
imposition, of physical punishments such as the infliction of pain, frustration
through movement limitation, and the control of basic physiological or safety
demands through force. If A may dismiss, suspend, or demote B, A has coercive
power over B at the organizational level, assuming B values his or her work. A
has coercive control over B if A can assign B to job activities that B dislikes or
treat B in an embarrassing way. Withholding vital information can likewise be
used to exert coercive power. People in a company who have data or information
that others require can make others reliant on them.
 Reward Power - is the polar opposite of coercive influence, in which individuals
cooperate because it results in beneficial outcomes; someone who can provide
valuable rewards to others has power over them. These incentives can be
monetary (pay rate control, raises, and bonuses) or non-monetary (recognition,
 promotions, interesting work assignments, nice coworkers, and preferred work
shifts or sales regions).
 Legitimate power - is arguably the most typical way for official parties and
organizations to get access to one or more of the power bases. It denotes the
formal authority to manage and use organizational resources based on one's
structural position inside the company. Legitimate authority encompasses more
than the ability to compel and reward. It specifically refers to members'
acceptance of a position's authority. Because we associate power with the concept
of hierarchy, simply drawing longer lines in an organization chart leads people to
believe that the leaders are particularly powerful, and when a powerful executive
is described, people tend to place the person in a higher position when drawing an
organization chart.
Personal power
Many of Intel's most capable and productive chip designers have personal power, but
they aren't managers and have no formal authority. They have personal power, which is derived
from a person's distinct features. Personal power is built on two bases: expertise and the respect
and admiration of others (Robert 2009). Personal power is separate from a manager's position in
a company and lies completely with the individual. Personal power is a great resource for
managers to employ when seeking to influence subordinates because of things like a manager's
personality and specific knowledge.
 Expert power - refers to the ability to exert influence as a result of one's
expertise, exceptional skill, or knowledge. As employment get more specialized,
we become more reliant on professionals to accomplish our objectives. Physicians
are widely regarded to have competence and, as a result, expert power: most of us
follow our doctor's advice. As a result of their competence, computer specialists,
tax accountants, economists, industrial psychologists, and other specialists exert
power.
 Referent power - Identification with a person who possesses desirable resources
or personal characteristics generates referent power. Because I want to please you,
you can exercise control over me if I like, respect, and admire you. Referent
power arises from adoration for someone else and a wish to be like them. It
explains why celebrities are paid millions of dollars to endorse items in
advertising, for instance. According to marketing study, athletes like LeBron
James and Tom Brady can affect your choice of athletic shoes and credit cards.
You and I could definitely deliver a slick sales speech as well as these celebs with
a little effort, but the buying public does not identify with you and me.

What is organizational politics?

Essentially, this sort of politics is concerned with the use of authority to influence
corporate decision-making, or with self-serving and unofficially sanctioned activities (O. J.,
Labido, 2006). Political behavior in organizations, for our purposes, is defined as acts that are
not needed as part of an individual's formal function but that impact, or attempt to influence,
the distribution of benefits and disadvantages within the company.
This definition captures the majority of people's understanding of organizational
politics. Political activity is not part of the job description. Attempting to use power bases
necessitates some effort. It includes attempts to influence the goals, criteria, or decision-
making processes. Withholding key information from decision makers, joining a coalition,
whistleblowing, spreading rumors, leaking confidential information to the media, exchanging
favors with others in the organization for mutual benefit, and lobbying on behalf of or against
a particular individual or decision alternative are all examples of political behavior covered by
our definition.

Describe the factors that influence political behavior.

 Individual Factors - certain factors have been established at the individual level by
researchers. Personality traits, needs, and other factors that are likely to influence
political behavior. Employees who are strong self-monitors, have an internal locus of
control, and have a high craving for power are more likely to engage in political conduct,
according to our findings. In comparison to the low self-monitor, the high self-monitor is
more sensitive to social cues, demonstrates higher degrees of social conformity, and is
more likely to be adept in political activity. Individuals with an internal locus of control
are more likely to take a proactive position and attempt to influence things in their
advantage because they believe they can control their environment. Furthermore, an
individual's investment in the organization, perceived alternatives, and success
expectations all determine the degree to which he or she may engage in illegal political
activity. The more a person expects to gain from the organization in the future, the more
he or she stands to lose if fired, and the less likely he or she is to utilize illegal tactics.
The more alternative work alternatives an individual has—due to a good job market or
the possession of scarce skills or knowledge, a well-known reputation, or influential
relationships outside the organization—the more likely that individual is to engage in
illicit political behavior.
 Organizational Factors - while we recognize the importance of individual differences,
the data strongly demonstrates that particular contexts and cultures encourage politics.
Politicking is more likely to emerge when an organization's resources are diminishing,
when the present pattern of resources is changing, and when there are opportunities for
promotions. When businesses shrink their size to improve efficiency, resources must be
cut, and people may resort to political action to protect what they have. However, any
changes, particularly those that require a considerable reallocation of resources inside the
organization, are likely to cause conflict and politicking. Promotions or advancement
opportunities have regularly been observed to stimulate competition for a restricted
resource as people try to influence the decision outcome positively.
What is impression management?
Impression management is a conscious or unconscious process in which people try to
control and regulate information in social interactions in order to impact other people's
perceptions of a person, item, or event. Impression management is the process through which
people try to manipulate the impressions others have of them (IM). According to Gilmore and
Ferris (1989), people in companies should profit from being positively perceived by others. It
could, for example, assist individuals in getting the jobs they desire in an organization and,
once hired, receiving favorable evaluations, better pay increases, and faster promotions. It
might help shift the distribution of advantages in their favor in a political situation. IM is only
concerned with those who have a high level of self-monitoring. In most job interviews and
performance evaluations, IM is employed. Flattery, excuses, favors, self-promotion,
apologies, affiliation, and conformity are all IM methods, with some working better than
others. Because the impressions others have of them aren't always accurate, impression
managers must be careful not to come across as manipulating or fake.

Is power necessary in managerial position?

Power is required for an organization to function properly. Power has an impact on
people's behavior and attitudes; it allows managers to affect the course of events; and it is a
key factor in implementing change and dealing with resistance or hard headed employees.
People require power in order to complete tasks and achieve goals. Managers in organizations
must wield authority to achieve individual, team, and corporate objectives. They must be able
to influence their followers to perform better, their superiors and colleagues to make key
decisions, and stakeholders to maintain the organization's sustainability. Effective managers
know how to use their position of authority to persuade organizational members to act in
accordance with their preferences and to implement processes and procedures that help the
organization achieve its objectives. They need the power to influence, to develop, and to enable
people. Power enhances confidence, self-regulation, and prioritization of efforts toward
achieving focal goals by amplifying self-expression connected to active components of the self.

Why do workers engage in politics? Is it beneficial to the organization?

Politics consists of actions made inside an organization to acquire, develop, and
employ power and other resources in order to achieve desired outcomes in the face of
instability and dispute over options. Employees and management are more likely to perceive
an organization as political when resources such as commissions or promotions are few, hence
it is critical for organizations to eliminate uncertainty. According to Ernest Vigoda, when
employees are unsure about their positions, they may attempt to redefine them through
bargaining. This can all be done with politics. Needless to say, office politics holds a team
together at the best of times. All businesses require structure, and office politics can supply it
in a healthy and long-term manner. With social capital, it may propel the organization ahead.
Those in positions of power abuse their authority over others at the worst of times.

Do you think that being political is also ethical? Why?

Politics is a driving force for change. When change is needed, it’s absolutely proper to
assume that something is not right. And wrong things are most of the time caused by unethical
wrong doings. There, enters the role of politics, in order to change the status and call for
immediate action, influence is needed. A group can only come together as one when a person
or group influences other to do what needs to be done. Therefore, a person cannot be ethical
when he or she is not political. Because the ultimate goal of ethics is resolve questions of
human morality by defining concepts such as good and evil, right and wrong, virtue and vice,
justice and crime(Kacmar, 2009).

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