Topic -8 Understanding dynamics of Power and

Politics

Dr. Vijay Kumar Pandey​

Professor, Symbiosis Law School, Noida​
MBA (Marketing), M.Phil. (Management),
PhD (Management), UGC NET (Management)​
Conformity
In psychology, conformity is defined as the act of matching
attitudes, beliefs, and behaviors to group norms.
Key Points
•The two major motives in conformity are: 1) normative influence,
or the tendency to conform in order to gain social acceptance; and
2) informational influence, which is based on the desire to obtain
useful information through conformity and achieve a correct or
appropriate result.
•Several factors are associated with increased conformity, including
larger group size, unanimity, high group cohesion, and perceived
higher status of the group.
•Other factors associated with conformity are culture, gender, age,
and importance of stimuli.
•Minority influence is the degree to which a smaller faction within
the group maintaining a different position on an issue influences
the group during decision making. This influence is primarily
informational.
Compliance
“Compliance” refers to a response, specifically a
submission, made in reaction to an implicit or explicit
request.
Key Points
•Social psychologists view compliance as a means of social
influence used to reach goals or attain social or personal
gains.
•Group strength, group size, immediacy, and similarity are
all factors that can influence compliance in an individual.
Obedience
Obedience is a form of social influence that occurs when a person
yields to explicit instructions or orders from an authority figure.
•Obedience is generally distinguished from compliance (behavior
influenced by peers) and conformity (behavior intended to match
that of the majority).
•Higher levels of perceived prestige and closer proximity to the
authority figure are associated with increased obedience.
Deindividuation and lack of expertise in the participants were also
associated with higher levels of obedience.
A Definition of Power
Power
A capacity that A has to influence
the behavior of B so that B acts in
accordance with A’s wishes

Dependency
Bs relationship to A when A
possesses something that B
requires
Bases of Power: Formal Power
Formal Power
Is established by an individual’s position in an
organization; conveys the ability to coerce or reward,
from formal authority, or from control of information

Coercive Power
A power base dependent on fear

Reward Power
Compliance achieved based on
the ability to distribute rewards that
others view as valuable
Bases of Power: Formal Power (cont’d)
Legitimate Power
The power a person receives as a result of
his or her position in the formal hierarchy of
an organization
Bases of Power: Personal Power
Expert Power
Influence based on special skills
or knowledge

Referent Power
Influence based on possession
by an individual of desirable
resources or personal traits
Source: Drawing by Leo Cullum in The New Yorker, copyright ©1986 E X H I B I T 14–1
The New Yorker Magazine. Reprinted by permission.
Power Tactics- Power bases into behaviors

Power Tactics Influence Tactics

Ways in which individuals • Legitimacy
translate power bases into • Rational persuasion
specific actions
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
Legitimacy- Relying on one’s authority position or
stressing that a request is in accordance with
organizational policies or rules.
Rational persuasion- Presenting logical arguments
and factual evidence to demonstrate that a request
is reasonable.
Inspirational appeals- Developing emotional
commitment by appealing to a target’s values,
needs, hopes , and aspirations.
Consultation- Increasing the target’s motivation
and support by involving him or her in deciding
how the plan or change will be done.
Exchange- Rewarding the target with benefits or
favors in exchange for following a request.
Personal appeals- Asking for compliance based
on friendship or loyalty.
Ingratiation- Using flattery, praise, or friendly
behavior prior to making a request.
Pressure- Using warnings, repeated demands ,
and threats.
Coalitions: Enlisting the aid of other people to
persuade the target or using the support of others
as a reason for the target to agree.
Impact of Power on others
 When orgn. Enviornments are low in procedural
distributive justice
 When personal stakes are high
 Power leads to focus on self interests,
 Objectify others
 React negatively to threats to their competence
 Leads to overconfident decision making
 But power can motivate towards helping behaviors
 Personality- fit - extraverts – team oriented
Sexual Harassment: Unequal Power in the
Workplace
Sexual Harassment
– Unwelcome advances, requests for sexual favors, and
other verbal or physical conduct of a sexual nature
The Supreme Court test for determining if sexual
harassment has occurred:
– Whether comments or behavior
in a work environment
“would reasonably be
perceived, and is
perceived, as hostile
or abusive”
Empowerment increases ones area of influence
Empowerment – job related Motivation
Organizational Politics – using power to
impact decision making

 Actions by individuals that are directed towards the goal

of furthering their own interest without regard for the
well-being of others (co-workers, organization, society).

Political Behavior in organization means:

Activities that are not required as part of one’s formal
role in the organization, but that influence, or attempt
to influence, the distribution of advantages or
disadvantages within the organization.
Politics Is in the Eye of the Beholder
“Political” Label “Effective Management” Label
1. Blaming others vs. Fixing responsibility
2. “Kissing up” vs. Developing working relationships
3. Apple polishing vs. Demonstrating loyalty
4. Passing the buck vs. Delegating authority
5. Covering your rear vs. Documenting decisions
6. Creating conflict vs. Encouraging change and innovation
7. Forming coalitions vs. Facilitating teamwork
8. Whistle blowing vs. Improving efficiency
9. Scheming vs. Planning ahead
10. Overachieving vs. Competent and capable
11. Ambitious vs. Career-minded Source: Based on T. C. Krell, M. E.
Mendenhall, and J. Sendry, “Doing
12. Opportunistic vs. Astute Research in the Conceptual Morass
of Organizational Politics,” paper
13. Cunning vs. Practical-minded presented at the Western Academy of
Management Conference, Hollywood,
14. Arrogant vs. Confident CA, April 1987.

15. Perfectionist vs. Attentive to detail E X H I B I T 13–3

Reality of Organizational politics
 Its a major aspect of organizational life
 Some managers feel its ethical and necessary

 Oranizations are made up of groups having different

values, goals and interests leading to conflict-
allocation of resources ( budgets, space, project
responsibilities, salary adjustments)
Criteria for allocation remain open to interpretation
???? Ambiguity

So Can we create apolitical organizations?

YES/NO
Factors that Influence Political Behaviors

E X H I B I T 14-4
Employee Responses to Organizational
Politics

E X H I B I T 14-5
Chapter Check-up: Power and Politics

Write down two differences between power

and leadership. Discuss with a classmate.

Do all leaders have power? Does everyone with

power lead others? Discuss.
Chapter Check-up: Power and Politics

When you go to work, what three things

can you do to make people in your
organization dependent on you? Write
down your answers on a sheet of paper.

Discuss your answers with your neighbor. Do you think

it’s bad to plan how you’ll get power over others?
Chapter Check-up: Power and Politics

What is the difference between a power

tactic and an influence tactic? Discuss
with a neighbor.
Contrasting Leadership and Power
 Leadership  Power
– Focuses on goal – Used as a means for
achievement achieving goals
– Requires goal – Requires follower
compatibility with dependency
followers – Used to gain lateral
– Focuses influence and upward influence
downward – Power tactics for
– Leadership styles gaining compliance
and relationships with
followers
Steps for Managers to Take to Prevent
Sexual Harassment
 Make sure a policy against it is in place.
 Ensure that employees will not encounter retaliation if
they file a complaint.
 Investigate every complaint and include the human
resource and legal departments.
 Make sure offenders are disciplined or terminated.
 Set up in-house seminars and training.