Human Behavior in Organizations

Session 17
 The Concept of Power

• Power refers to a capacity that A has to influence the

behavior of B, so that B acts in accordance with A’s wishes.
– Power may exist but not be used.
• Probably the most important aspect of power is that it is a
function of dependence.
• A person can have power over you only if he or she controls
something you desire.
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 Zone of Indifference

The range in which attempts to influence a person will

be perceived as legitimate and will be acted on without
a great deal of thought
 Role of Dependence in Power Relationships

• The General Dependency Postulate

– When you possess anything that others require but

that you alone control, you make them dependent
upon you and, therefore, you gain power over them.

– Dependence, then, is inversely proportional to the

alternative sources of supply.
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Role of Dependence: Social Network Analysis

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 Sources of Power (French and Raven)

Reward Power – agent’s ability to control the rewards that the

target wants

Coercive Power – agent’s ability to cause an unpleasant

experience for a target

Legitimate Power – agent and target agree that agent has

influential rights, based on position and mutual agreement

Referent Power – based on interpersonal attraction

Expert Power – agent has knowledge target needs

 Intergroup Sources of Power

• Control critical resources

• Control of strategic contingencies – activities

that other groups need to complete their tasks

– Ability to cope with uncertainty

– High degree of centrality

– Non substitutability
Information Power
access to and control over

important information
 [Criteria for Using Power Ethically]

A. Does the behavior produce a good outcome for

people both inside and outside the organization?
B. Does the behavior respect the rights of all parties?
C. Does the behavior treat all parties equitably and
fairly?
[Two Faces of Power]

Personal Power
 used for personal gain

Social Power
 used to create motivation

 used to accomplish

group goals
 Organizational Politics

The use of power and influence in organizations

Political Behavior

Actions not officially sanctioned by an organization

that are taken to influence others in order to meet

one’s personal goals

 Conditions Encouraging
Political Activity
• Unclear goals
• Autocratic decision
making
• Ambiguous lines of
authority
• Scarce resources
• Uncertainty
Influence Tactics
Influence Tactics
Influence Tactics
• Some tactics are more effective than others.

– Rational persuasion, inspirational appeals, and consultation

are most effective when the audience is highly interested in the

outcomes.

– Pressure tends to backfire.

– Using both ingratiation and legitimacy can lessen the negative

reactions from appearing to “dictate” outcomes , but only when

the audience does not really care about the outcomes of a

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decision process or the policy is routine. 13-17
 Political Skill

Ability to get things done through positive

interpersonal relationships outside the formal

organization
 [Managing Political Behavior]

• Recognize it
• Open communication
• Clarify performance expectations
• Participative management
• Encourage cooperation among work groups
• Manage scarce resources well
• Provide a supportive organizational climate
Managing Up: The Boss
 Managing Up: The Boss

SOURCE: Reprinted by permission of Harvard Business Review. From “Managing Your Boss,” by J. J. Gabarro and
J. P. Kotter, (May–June 1993): p. 155. Copyright © 1993 by the Harvard Business School Publishing Corporation; all
rights reserved.