Chapter 5: Power and Politics PDF

CHAPTER 5 : POWER AND POLITICS DPB40103 : ORGANIZATIONAL BEHAVIOR LESSON LEARNING OUTCOMES After studying this chapter, you should be able to: Define power in organization Explain five bases of power Outline nine power or influence tactics DEFINITION OF POWER IN ORGANIZATION Power ref...

CHAPTER 5 : POWER AND POLITICS DPB40103 : ORGANIZATIONAL BEHAVIOR LESSON LEARNING OUTCOMES After studying this chapter, you should be able to: Define power in organization Explain five bases of power Outline nine power or influence tactics DEFINITION OF POWER IN ORGANIZATION 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. THE CONCEPT OF POWER IN ORGANIZATION LEADERSHIP POWER Focus on goal achievement Used as a means for achieving goals Requires goal compatibility with Requires follower dependency followers Used to gain lateral and upward Focus influence downward influence Research focus: Research focus: Leadership styles and relationships Power tactics for gaining compliance with followers FIVE BASES OF POWER FORMAL POWER PERSONAL POWER COERCIVE POWER EXPERT POWER REWARD POWER REFERENT POWER LEGITIMATE POWER FIVE BASES OF POWER ❑ Formal Power Based on an individual’s position in an organization. It come from the ability to coerce or reward or from formal authority. Coercive Power : A power base that is dependent on fear of the negative results from failing to comply. rests on the application or the threat of application, of physical sanctions such as the infliction of pain, frustration through restriction of movement, or the controlling by force of basic physiological or safety needs. FIVE BASES OF POWER Reward Power : Compliance achieved based on the ability to distribute value reward that others view as valuable These rewards can be either financial such as controlling pay rates, raises and bonuses or nonfinancial including recognition, promotions, interesting work assignments, friendly colleagues and preferred work shifts or sales territories. Legitimate Power : The power a person receives as a result of his/her position in the formal hierarchy of an organization Doesn’t work well when there is no clear chain of command FIVE BASES OF POWER ❑ Personal Power Comes from an individual’s unique characteristics. Expert Power : Influence based on special knowledge/skill. As jobs become more specialized, we become increasingly dependent on experts to achieve goals. E.g.: Computer specialists, tax accountants, economists, industrial Referent Power : influence based on identification with a person who has desirable resources or personal traits. If I like, respect and admire you, you can exercise power over me because I want to please you. E.g.: celebrities are paid millions of dollars to endorse products in commercial FIVE BASES OF POWER Which bases of power are most effective? Personal sources are most effective. Both expert and referent power are positively related to employees’ satisfaction with supervision, their organizational commitment, and their performance Whereas reward and legitimate power seem to be unrelated to these outcomes. Coercive power usually backfires. NINE POWER OR INFLUENCE TACTICS Power Tactic : Ways in which individuals translate power bases into specific actions. Research has identified nine distinct influence tactics: 1. Legitimacy : Relying on your authority position or saying a request accords with organizational policies or rules 2. Rational persuasion : Presenting logical arguments and factual evidence to demonstrate a request is reasonable. 3. Inspirational appeals : Developing emotional commitment by appealing to a target’s values, needs, hopes and aspirations. 4. Consultation : Increasing the target’s support by involving him/her in deciding how you will accomplish your plan. NINE POWER OR INFLUENCE TACTICS 5. Exchange : Rewarding the target with benefit or favors in exchange for following a request 6. Personal Appeals : Asking for compliance based on friendship or loyalty 7. Ingratiating : Using flattery, praise or friendly behavior prior to making a request 8. Pressure : Using warnings, repeated demands and threats 9. Coalitions : Enlisting the support from others to persuade target to agree. NINE POWER OR 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. ▪ Both ingratiation and legitimacy can lessen the negative reactions from appearing to “dictate” outcomes. NINE POWER OR INFLUENCE TACTICS  rd ed w o c n Up flue In  r d a d nw ce o w en D flu Downward influence is the ability to influence employees lower than you. This is I n best achieved through an inspiring vision. By articulating a clear vision, you help people see the end goal and move toward it. You often don't need to specify exactly what needs to be done to get there - people will be able to figure it out on their own. An inspiring vision builds buy-in and gets people moving in the same direction. Research conducted within large savings banks shows that managers can learn to be more effective at influence attempts. The experimental group of managers received a feedback report and went through a workshop to help them become more effective in their influence attempts. The control group of managers received no feedback on their prior influence attempts. When subordinates were asked 3 months later to evaluate potential changes in their managers' behavior, the experimental group had much higher ratings of the appropriate use of influence. Research also shows that the better the quality of the relationship between the subordinate and their supervisor, the more positively resistance to influence attempts are seen. In other words, bosses who like their employees are less likely to interpret resistance as a problem.  al e t er nc La flue In Lateral influence implies you are influencing others who are roughly your equals within an organization. This is a stage where it's key to develop the key influencing skills of teamwork. NINE POWER OR INFLUENCE TACTICS People in different countries prefer different power tactics. ▪ Individualistic countries see power in personalized terms and as a legitimate means of advancing their personal ends. ▪ Collectivistic countries see power in social terms and as a legitimate means of helping others. NINE POWER OR INFLUENCE TACTICS People differ in terms of their political skill – their ability to influence others to enhance their own objectives. The politically skilled are more effective users of all influence tactics. Cultures within organizations differ markedly: some are warm, relaxed, and supportive; others are formal and conservative. People who fit the culture of the organization tend to obtain more influence. NINE POWER OR INFLUENCE TACTICS Does power corrupt? Power leads people to place their own interests ahead of others. Powerful people react, especially negatively, to any threats to their competence. Power leads to overconfident decision making. Those most likely to abuse power are those who are low in status and gain power. Power doesn’t affect everyone in the same way, and there are even positive effects of power. Formative evaluation: Formative Assessment 5 (Group assignment): 1.1 : Explain power in organization (5M) 1.2 : Elaborate 5 basis of power 1.2 : Elaborate NINE (9) power tactics (15M) LESSON LEARNING OUTCOMES After studying this chapter, you should be able to: Define organizational politics Explain types of political behaviour: a. Legitimate political behaviour b. Illegitimate political behaviour Discuss causes and consequences of political behaviour: a. Individual factors b. Organizational factors ORGANIZATIONAL POLITICS Organizational politics – the use of power to affect decision making in an organization or on self-serving and organizationally unsanctioned behavior. Political behavior – activities that are not required as part of one’s formal role in the organization, but that influence the distribution of advantages within the organization. ▪ Outside of one’s specified job requirements. ▪ Encompasses efforts to influence decision making goals, criteria, or processes. ▪ Includes such behaviors as withholding information, whistle blowing, spreading rumors, and leaking confidential information.  TYPES OF POLITICAL BEHAVIOUR LEGITIMATE POLITICAL BEHAVIOUR ILLEGITIMATE POLITICAL BEHAVIOUR Fall within the guidelines of what could People use when they cannot get be considered normal or acceptable what they want by other, more in the business world. acceptable means. They are not intended to harm Extreme political behaviour that individuals and a part of everyday life violates the implied rules of the game in the business world Sabotage, whistle-blowing and Complaining, by passing, obstructing symbolic protest. CAUSES AND CONSEQUENCES OF POLITICAL BEHAVIOR Formative Assessment 5 (Group assignment): 1.1 : Explain politic in organization (5M) 1.2 : Elaborate NINE (9) power tactics (15M)