Power & Politics

The meaning of power Political implications of power Power & politics

Organizational Behaviour by Luthans, Fred, McGraw Hill, ISBN 0-07-113473-5; pp.320-336

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Harleen Sahni,

Meaning of Power

Pioneering sociologist Max Weber defined power as the probability that one actor within a social relationship will be in a position to carry out his own will despite resistance. Pfeffer, the organizational behavior theorist defined power as potential force or ability to influence behavior, 5/2/12 Harleen Sahni, to change the course of events, to

Sources of power

French and Raven, social psychologists, identified five sources of power - coercive, reward, legitimate, expert and referent. Coercive power is based on fear and is the ability to influence another person through threats or fear of punishment. Reward power is a positive power which refers to the ability to get 5/2/12 Harleen Sahni,

The classification of power

Reward Power Coercive Power Legitimate Power Referent Power Expert Power

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Types of Power contd.

Reward Power - This source of power depends on the persons having the ability and resources to reward others. In addition the target of this power must value these rewards. In an organizational context, the manager has the power to administer positive reinforcers. Coercive Power - This source of power depends on fear. The person has the ability to inflict punishment or aversive consequences on the other person or atleast, to make threats that the other person believes will 5/2/12 Harleen Sahni, result in punishment or undesirable outcomes.

Types of Power contd.

Legitimate Power - This source, identified by French and Raven, stems from the internalized values of other persons which give the legitimate right to the agent to influence them. The others feel they have the obligation to accept this power. (most identical to authority) Referent Power - This type of power comes from the desire on the part of the other persons to identify with the agent wielding power (power to handling with skill). They 5/2/12 Harleen the want to identify withSahni, powerful person,

Types of Power contd.

Expert Power This source identified by French & Raven is based on the extent to which others attribute knowledge & expertise on the power seeker. Experts are perceived to have knowledge or understanding only in certain well-defined areas. All the sources of power depend on the targets perceptions, but expert power may be even more dependent on this than the others. The target must perceive the agent to be credible, trustworthy & relevant before expert power is granted.

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Power & Politics in OB

Power and politics are among the most important concepts in the study of organization behavior. Both are dynamic concepts and are a function of the interaction between different elements in organizations. Power has been defined as "the ability to influence and control anything that is of value to others." It is the ability to influence the 5/2/12 behavior of Harleen Sahni, other people in the

Power, authority and influence

Power is the Authority Influence is ability to get an legitimatizes and is a usually conceived individual or source of power. It is of as being group to do the right to broader in scope something to manipulate or than power. It get the person or change other. Power involves the ability group to change need not be to alter other in some way. The legitimate. Barnard people in general person who defined authority as ways such as possesses power the character of a changing their has the ability to communication satisfaction & manipulate or (order) in a formal performance. change others organization by Influence is more virtue of which it is closely associated accepted by a with leadership contributor to or than power is. 5/2/12 Harleen Sahni, member of the

Power & Politics in OB contd.

Dependency is the most important concept of power. The degree of dependence of the target determines the power exercised by the agent. Contingency approaches to power are also gaining importance. The contingency approach suggests that power depends on being in the 'right place' at the right time and the influencability ofSahni, target. The 5/2/12 Harleen the

Contingency approaches to power

As in other areas of OB, contingency approaches to power have emerged. Pfeffer says that power comes from being in the right place. He describes the right place or position in the organization as one where the manager has:

Control over resources such as budgets, physical facilities etc. Control over or extensive access to information Formal authority
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Contingency approaches to power contd.

Infleunceability of the targets of power

The following characteristics have been identified as being especially important to the infleunceability of the targets.

Dependency Uncertainty Personality Intelligence Gender

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The two faces of power

Social psychologist David McClelland has done considerable work on the impact of the motivational need for power (n Pow). His studies indicate that there are two major types of power, one negative & one positive Negative use of power is associated with personal power. This is primitive & does indeed have negative consequences. Social power is the positive power. It is characterized by a concern for group goals, for finding those goals that will move people, for helping the group to formulate them, for taking some initiative in providing members of the group 5/2/12 with the means Harleen Sahni, such goals. of achieving

Political implications of power

Power & politics are very closely related concepts. Alvin Toffler observed that companies are always engaged in internal political struggles, power struggles, infighting & so on. Thats normal life. Pfeffer notes Organizations, particularly large ones, are like governments in that they are fundamentally political entities. To understand them, one needs to 5/2/12 Harleen Sahni,

Political implications of power contd.

Walter Nord suggests four postulates of power in organizations that help focus on the political realities:

Organizations are composed of coalitions which compete with one another for resources, energy & influence. Various coalitions will seek to protect their interests & positions of influence. The unequal distribution of power itself has dehumanizing effects

The exercise of power within organizations is one very crucial aspect of the exercise of power 5/2/12 Harleen Sahni, within the larger social system.

Political implications of power contd.

Research on organizational politics has identified several areas that are particularly relevant to the degree to which organizations are political rather than rational. These areas can be summarized asResources Decisions Goals
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Technology & external environment

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Political strategies for attaining power in organizations

Taking counsel Maintaining maneuverability

Promoting limited communication Exhibiting confidence Making activities central & non- Creating a sponsor-protg substitutable relationship Forming a winning coalition Using research data to support ones point of view

Controlling access to information Withdrawing from petty disputes & persons

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Political tactics derived from research

Tactics Description Pressure tactics The use of demands, threats, intimidation Upward appeals Appeal to higher management Exchange tactics Making promises that you will receive rewards or tangible benefits

Coalition tactics Seeking the aid of others to persuade Ingratiating tactics Rational persuasion Inspirational appeals 5/2/12 Seeking to get you in a good mood or to think favorable of the influence agent before asking you to do something Using logical arguments Making an emotional request
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Power & politics strategies suggested by DuBrin

Maintain Alliances with powerful Embrace or demolish people Divide & rule Making a quick showing Manipulate classified information Collect & use IOUs (I owe you)

Avoid decisive engagement Progress one step at a time (Fabianism) strategy of going slow & (Camels head in the tent)
easy an evolutionary rather than revolutionary approach to change

Wait for a crisis (things must get Take counsel with caution (managers should avoid opening up the worse before they get better)
gates to their subordinates in terms of shared decision making.)

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End of session

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