GROUP 07

Power and Politics in

Organization and Vroom’s
Valence Expectancy Theory

Team Members:
Samriddhi (BCP/21/217)
Era Tyagi (BCP/21/392)
Sneha (BCP/21/357)
Khushbu (BCP/21/412)
Power is the ability to
(a) Get someone to do something you want done
(b) To make things happen in the way you want.

OR

Power is the ability to influence flows of the available

resources towards certain goals as opposed to other
goals. Power is assumed to be exercised only when
these goals are at least partially in conflict with each
other.
 Nature of
Power
Power
arises in a
relationship
 Nature of
Power
Power Power
arises in a arises from
relationship dependency
 Nature of
Power
Power Power Power needs
arises in a arises from to be
relationship operationaliz
dependency
ed
 Nature of
Power
Power arises Power arises Power needs Power has the
in a from to be potential to
relationship dependency operationaliz be
ed dysfunctional
 Nature of
Power
Power arises Power arises Power needs Power has the Power is the
in a from to be potential to only one of
relationship dependency operationaliz be the means
ed dysfunctional of influence
Authority & Power
 Authority & Power

… is the legitimate to take … is the CAPACITY

decisions , to give command & TO COMMAND
to seek obedience and
compliance which is vested in a
position officialy and formally.
RIGHT TO COMMAND
Sources of
Power
in an
Organization
Referent
Power
- Also known as personal power & the power of
personality.
- This power comes from each leader individually.
- People follow because they are influenced or
attracted by the magnetic personality to the
leader.
Leaders can develop & maintain referent
power through the following activities:
- Select subordinates that are similar to
the leader.
- Treat subordinates fairly and equitably.
- Be an active and positive role model.
- Defend the subordinates’ best interest.
- Demonstrate sensitivity to the needs
and feelings of the subordinates.
Legitimate
Power
- Also known as position power & official power comes
from the higher authority.
- It is leaders ability to influence others.
- Leaders exercise legitimate power by formally and
consistently requesting subordinates to do things that
help to group achieve pre-established group objectives.
Guidelines for use of this power:
- Maintain confidence
- Clarify instructions carefully and follow
up to verify understanding.
- Follow proper organizational channels.
- Exercise this power regularly and
consistently.
- Demonstrate sensitivity to the
concerns of subordinates.
Expert
Power
- Also known as power of knowledge
- It comes from expert knowledge and skills.
- It refers to the knowledge possessed by leader.
Leader should:
- Promote his/her image of expertise.
- Maintain expert credibility
- Keep informed and up-to-date
- Behave confidently and decisively.
- Recognize the concerns of
subordinates.
Coercive
Power
Leader must:
- Be sure that all subordinates fully
understand all rules rules and
penalities
- Warn subordinates before punishing
- It is the ability to punish others or to pose a threat to them
others. - Be certain that the punishment
- Coercive power uses fear as a motivator. matches violation.
- It may have an impact in the short run. - Always punish in private.
- It will create a negative impact on the receiver. - Maintain leader credibility.
Reward
Power
Leader should:
- Verify performance
- Offer only those rewards that are
credible
- Offer and distribute rewards that are
- It is the opposite of coercive power. desired by subordinates.
- With the help of reward power, the leader tries to - Make only those results that are
motivate the followers to improve their performance. ethical and proper
- It is the leaders ability & resources to reward others. - Make requests of subordinates that
are ethical and proper.
 Consequences of
Power
Resistance
Commitment

Compliance
The target person Consequences of
on whom the
power is exercised
Power
may resist the
influence and may
Resistance Commitment
not behave in
accordance to
influencer’s The person’s response
wishes. to the use of power
Compliance will depend on his
dependency on the
influence, the type of
Compliance refers to the person’s acceptance of power that the latter
influence because he is expected to be rewarded exercises and other
for responding to a request or punished for not variables.
responding to it.
Power
Tactics
Legitimacy Rational Persuasion Inspirational appeals
 Power
Tactics
s Consultation Exchange Personal appeals Ingratiation
 Power
Tactics
Creating and
Identification with
Pressure Coalitions managing Competition
Power Centres
uncertainities
Key Elements:
1) Authority
Empowerment
2) Responsibility
3) Information … refers to the delegation of authority &
4) Support responsibility to employees within an organization
along with the creation of an environment where
they are encouraged to take initiative, make
decisions, and take actions independently.

OR

It is the process of enabling individuals or teams to

take ownership , make decisions and take actions.
 Strate
Clear Communication
gies Skill Development
- Setting expectations - Training & development
- Providing information - Coaching and mentoring

Delegation of Authority Recognition and reward

- Empowering decision- - Acknowledging contributors
making - Providing incentives
- Establishing accountability
 Strate
Clear Communication
gies Skill Development
- Setting expectations - Training & development
- Providing information - Coaching and mentoring

Delegation of Authority Recognition and reward

- Empowering decision- - Acknowledging contributors
making - Providing incentives
- Establishing accountability
 Strate
Clear Communication
gies Skill Development
- Setting expectations - Training & development
- Providing information - Coaching and mentoring

Delegation of Authority Recognition and reward

- Empowering decision- - Acknowledging contributors
making - Providing incentives
- Establishing accountability
 Strate
Clear Communication
gies Skill Development
- Setting expectations - Training & development
- Providing information - Coaching and mentoring

Delegation of Authority Recognition and reward

- Empowering decision- - Acknowledging contributors
making - Providing incentives
- Establishing accountability
 Significance

Disadvant
- Employees perceive meaning of work
- Employees feel competent
- Creativity & innovation can be increased

ages
- Faster decision making
- Employees drive a sense of self
determination
Significance Disadvant
ages
- Increased arrogance
- Confedential & security risk
- Lack of experience
 Problems with
empowerment:

A) issues with managers

B) issues with employers
ages
 Evolution of power: From
domination to delegation

Authoritarian power. In this

manager/ leader imposes
decisions. No empowerment at all.

Domination
 Evolution of power: From
domination to delegation

Influence sharing. In this manager/

leader consults followers when
making decisions. In this moderate
degree of empowerment is there.
Consultation

Domination
 Evolution of power: From
domination to delegation

Powersharing. In this manager/ Participation

leader and followers jointly make
decisions. In this good degree of
empowerment is there.

Consultation
 Evolution of power: From
domination to delegation

Power distribution. In this followers

are granted authority to make Delegation
decisions. In this highest degree of
empowerment is there.

Participation
Politics: power in
action
Politics is individual or group
behavior that is informal,
parochial, typically divisive, and
above all illegitimate because
decisions are made in the best
interests of individuals or groups
rather than the best interests of
the organization.
Organizational
Politics
refers to a process of influence by
people in such a manner that the
limited and self-serving goals given
priority over broad organizational
goals
it is the intentional enhancement of
 Characteristics of political
behaviour
1. Coalition building
2. Information control
3. Power dynamics
4. Influence tactics
5. Resource allocation
6. Scarcity of Resources
7. Ambiguous Goals and Objectives:
8. Power Dynamics
9. Interpersonal Conflicts
10.Organizational Culture
11.Lack of Trust
12.Ineffective Leadership
 Characteristics of political
behaviour
Coalition building: Individuals
or groups may form alliances or
coalitions to gain support for their
interests or agendas. These
coalitions often involve mutual
exchanges of favors or promises.
Power dynamics: Political
behaviour often revolves around
power struggles within the
organization.
Information control:
People may selectively share or
withhold information to gain an
advantage over others or to
protect their own interests.
Influence tactics: Political
behaviour encompasses a range of
influence tactics used to sway
decisions or outcomes in one's favor.
These tactics can include persuasion,
ingratiation, manipulation.
 Characteristics of political
behaviour
Interpersonal Conflicts:
Lack of Trust:
Personal differences, rivalries, or
conflicts between individuals or
departments can fuel
organizational politics.
Organizational Culture:
The culture of an organization can
either encourage or discourage
political behavior.
When trust is
low among employees or between
employees and management, people
may resort to political tactics as a
means of self-protection.
Ineffective Leadership:
Weak or ineffective leadership can
create a vacuum where individuals
feel the need to engage in political
behavior to fill the gaps.
 Characteristics of political
behaviour
Ambiguous Goals and Resource allocation:
Objectives: Unclear or ambiguous
organizational goals can create
competition and uncertainty, leading
individuals to engage in political tactics
to advance their own interests.
Power Dynamics: Political
behavior can emerge as a means for
those with less power to challenge or
navigate these dynamics.
Political behavior can influence
how resources, such as funding,
staff, or opportunities, are
allocated within the organization.
Scarcity of Resources:
When resources such as funding,
promotions, or recognition are
limited, individuals and groups may
engage in political behaviour to
secure a larger share for
themselves or their departments.
 CONTROLLING POLITICAL
BEHAVIOR IN ORGANIZATIONS
 Creating awareness about the various strategies and tactics of political behavior
 Reducing the uncertainties owing to the implementation of organizational change and
development interventions
 By encouraging open communication
 Confronting people who encourage political behavior
 Allocating clear job descriptions and responsibilities with well-defined assignments
 Eliminating coalitions by regularly transferring and rotating people on the jobs and discouraging
the formation of groups and coalition politics.
 Setting an example by following non-political behavior and discouraging and dissuading others
from indulging in it.
Vroom's Expectancy
Theory Developed by Victor H. Vroom in the 1960s,
Expectancy Theory is a motivational theory that
explains individual choices based on the belief
that effort will lead to performance, performance
will lead to outcomes, and outcomes will be
valued by the individual.

This theory suggests that individuals are rational

decision-makers who assess the potential
outcomes of their actions before deciding how to
act.
 Components of
Expectancy Theory
Expectancy: Instrumentality: Valence:
This refers to the Instrumentality is the Valence refers to
belief that effort belief that successful the value an
will result in individual places on
performance will lead
successful the outcomes or
to desired outcomes
performance. It rewards. It
reflects an or rewards.
assesses the
individual's Employees assess
attractiveness or
confidence in their whether they will
desirability of the
ability to perform a receive a reward for
potential rewards..
task. their performance.
 Components of
Expectancy Theory
Expectancy: Instrumentality: Valence:
This refers to the Instrumentality is the Valence refers to
belief that effort belief that successful the value an
will result in individual places on
performance will lead
successful the outcomes or
to desired outcomes
performance. It rewards. It
reflects an or rewards.
assesses the
individual's Employees assess
attractiveness or
confidence in their whether they will
desirability of the
ability to perform a receive a reward for
potential rewards..
task. their performance.
 Components of
Expectancy Theory
Expectancy: Instrumentality: Valence:
This refers to the Instrumentality is the Valence refers to
belief that effort belief that successful the value an
will result in individual places on
performance will lead
successful the outcomes or
to desired outcomes
performance. It rewards. It
reflects an or rewards.
assesses the
individual's Employees assess
attractiveness or
confidence in their whether they will
desirability of the
ability to perform a receive a reward for
potential rewards..
task. their performance.
 Interplay of Components

Expectancy, instrumentality, and valence interact to determine an individual's

motivation.

According to Vroom, motivation (M) can be calculated using the formula: M = E

* I * V, where E is expectancy, I is instrumentality, and V is valence.

If any component is zero, the overall motivation will be zero.

 that performance will be fairly rewarded,
instrumentality decreases.

Factors Expectancy
Influencing Factors such as skill level, resources,
support, and perceived difficulty of the
Expectancy, task influence expectancy. If an
employee lacks the necessary skills or

Instrumentali resources, their expectancy will be low.

ty, and
Valence
Valence
Factors Instrumentality
Influencing Organizational policies, transparency in
reward systems, and trust in management
Expectancy, affect instrumentality. If employees doubt
that performance will be fairly rewarded,
Instrumentali instrumentality decreases.

ty, and
Valence
Expectancy
 resources, their expectancy will be low.

Factors
Valence
Influencing Individual preferences, needs, and
personal goals determine valence.
Expectancy, Rewards perceived as irrelevant or
unattractive will have low valence.
Instrumentali
ty, and
Valence
Implicati
ons,
Applicati
on,
Limitatio
 Implications for Management
Enhancing Expectancy
Managers can provide training, resources, and support to improve employees'
skills and confidence in task performance.

Strengthening Instrumentality
Organizations should ensure transparent and fair reward systems to increase
employees' trust in the relationship between performance and rewards.

Increasing Valence
Managers can tailor rewards to align with employees' preferences and needs,
ensuring that they find rewards desirable and motivating.
 Applications in the Workplace
Expectancy theory can guide performance management practices, goal setting,
and reward systems.

By understanding what motivates employees, managers can design jobs, tasks,

and incentives that maximize motivation and performance.
 Limitations of Expectancy
Theory

- It assumes individuals are rational decision-

makers, which may not always be the case.
- It oversimplifies human motivation by focusing
solely on cognitive processes and neglecting
emotional and social factors.
- Individual differences in perception and
interpretation may affect the accuracy of expectancy,
instrumentality, and valence assessments.
Conclusion
- Vroom's Expectancy Theory provides valuable insights
into understanding and managing motivation in the
workplace.
- By addressing the components of expectancy,
instrumentality, and valence, organizations can create
environments that foster high levels of motivation,
engagement, and performance among employees.