POWER AND POLITICS

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POWER AND POLITICS
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POWER

• THE PERCEIVED ABILITY TO INFLUENCE
  BEHAVIOR, ATTITUDES, AND OUTCOMES

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POWER

• Resides NOT in the individual but in the
  relationship of the person to her environment
• Expressed by others behavior in
  response to your exercise of power

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Moderators Choice of Influence Strategy Power of
Other Party
Interpersonal Power Reward Punishment Expertise R
eferent
Influence Over Others
Power
Organizational Power Legitimate Resources
Interdependence
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InterpersonalPOWER

• Reward power
• Punishment power
• Expert
• Referent

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Interpersonal POWER

• Reward Power
• Extent to which a manager can use extrinsic and
  intrinsic rewards to control other people.

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Interpersonal POWERReward

• Currencies
• Money
• Praise
• Promotion
• Work Shifts
• Training

• Responses
• Exchanges
• Harder Work
• Praise for supervisor
• Loyalty

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InterpersonalPOWERPunishment

• Extent to which a manager can threaten
  punishment or deny desired rewards

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Interpersonal POWERPunishment

• Currencies
• Fines
• Docking Pay
• Rejection of self or ideas
• Sanctions
• Pressure

• Responses
• Generates Fear
• Sabotage
• Revenge

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Interpersonal POWERRewards Coercion

• Must be Applied Contingently -- Based On Behavior

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Interpersonal POWERExpert

• Extent to which a manager possesses knowledge,
  experience, or judgment that the other person
  does not have but needs

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Interpersonal POWERExpert

• Currencies
• Holding/ Withholding of Information
• Consultation

• Responses
• Unquestioned Obedience
• Reluctant compliance
• Challenging

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Interpersonal POWERReferent

• Extent to which a manager possesses personality
  that captures attention, hearts and imaginations
  of people

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Interpersonal POWERReferent

• Currencies
• Charisma
• Ingratiation
• Friendliness
• Inspirational Appeal

• Responses
• Unquestioned Obedience
• Modeling

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OrganizationalPower

• Legitimate
• Knowledge
• Task Interdependence
• Resources Control

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Organizational POWERLegitimate

• Extent to which a manager can or is perceived to
  have a right of command to control behavior of
  others.

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Organizational POWERLegitimate

• Currencies
• Ordering
• Personal Support/Backing
• Organizationally Sanctioned Rewards/ Punishment

• Responses
• Unquestioned Obedience
• Reluctant compliance
• Challenging

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Acceptance of Authority

• There are strong tendencies among individuals to
  follow the instructions of the boss. Direct
  defiance within organizational settings is quite
  rare.
• If the tendency to follow instructions is great
  and defiance is rare, then why do so many
  organizations appear to drift into apparent
  chaos?

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Zone of Indifference

• A zone of indifference is the range of
  authoritative requests to which a subordinate is
  willing to respond without subjecting the
  directives to critical evaluation or judgment.
  Directives falling within
  the zone are obeyed.

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Acceptance of Authority

• consent of the governed
  
• The subordinate can and must
• Understand the directive
• Feel mentally and physically capable of carrying
  out the directive
• Perceive directive is not inconsistent with the
  purpose of the organization
• Perceive directive is not inconsistent with his
  or her personal interests.

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INDICATORS A MANAGER'SLEGITIMATE POWER

• Intercedes favorably on behalf of employee
• Gets items on (and off) the agenda
• Gets fast access to top decision makers
• Maintains frequent contact with top decision
  makers
• Gets early information about decisions
• Eliminates road blocks or bottlenecks for
  subordinates

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Organizational POWERTask Interdependence

• Occurs When Two or More Employees Must Depend On
  Each Other to Complete Assigned Tasks

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Organizational POWERResource Interdependence

• The firms or managers need for resources that
  are controlled by others

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Reasons For Interdependence Power

• Needed resources become more scarce
• Outsiders have more control over needed resources
• Fewer substitutes for a particular type of
  resource controlled by a limited number of
  outsiders

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Common OrganizationalCurrencies
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Organizational CurrenciesTraded in Exchange
Process

• Resources
• Assistance
• Cooperation
• Information
• Advancement
• Recognition
• Network/Contacts
• Personal Support/Backing

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Common Influence Tactics
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Common Influence Strategies

• Reason
• Using facts and data to support a logical argument

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Common Influence Strategies

• Friendliness Using
  flattery, goodwill, and favorable impressions

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Common Influence Strategies

• Ingratiation
• Use of friendship for a specific purpose

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Common Influence Strategies

• Coalition Using
  relationships with other people for support

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Common Influence Strategies

• Bargaining Using the
  exchange of benefits as a basis for negotiation

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Common Influence Strategies

• Assertiveness Using a
  direct and forceful personal approach.

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Common Influence Strategies

• Higher Authority Gaining higher
  level support for ones requests.

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Common Influence Strategies

• Ingratiation
• Attempts to create a a favorable mood before
  making a request

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Common Influence Strategies

• Sanctions Using
  organizationally derived punishments.

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Common Influence Strategies

• Rewards
• Using organizationally
• derived rewards
• as well as
• personal
• rewards

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Common Influence Strategies

• Pressure
• Uses time, information,
• and resource control

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Common Influence Strategies

• Consultation
• Uses involvement to
• co-opt others into
• going along with a specific plan

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Common Influence Strategies

• Rational Persuasion
• Uses logical arguments and factual evidence

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Common Influence Strategies

• Inspirational
• Appeal
• Appeal to values,ideals or aspirations to arouse
  enthusiasm

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Common Influence Strategies

• Exchange
• Offer an exchange of favors, share of benefits or
  promise to reciprocate at later time.

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ORGANIZATIONAL POLITICS
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ORGANIZATIONAL POLITICS

• The use of nonsanctioned influence tactics to
  promote self interests.

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Positive Aspects Of POLITICS in Negotiations

• Overcome personnel inadequacies, coping with
  change, and substituting for formal authority.
• Circumvents inadequacies and gets the job done.
• Facilitates adaptation to changes in the
  environment and technology of an organization.

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Positive Aspects Of POLITICS in Negotiations

• Quicker than restructuring
• With Power breakdowns, political actions can be
  used to prevent a loss of influence.
• Maintains task continuity when formal authority
  has failed

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Self Protection Against POLITICS in Negotiations

• Avoidance
• Redirection
• Buffering
• Defending Your Turf
• Championing

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Avoidance

• Used when employee can not risk being wrong or
  where actions may yield a sanction.
• Most common reaction is to work to the rules.

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Redirection

• Passing the buck is a common method employees
  and managers use.
• Trick is to define a task so it becomes someone
  elses formal responsibility.

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Buffering

• Rigorous documentation to rewrite history.
  
• If a program or project is successful, the
  manager claims to have been an
  early supporter.
• If a program fails, the manager claims to be the
  one who expressed serious reservations in the
  first place.

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Champions

• Identifying a powerful champion who wishes to
  promote the project helps circumvent
  organizational politics
• May use as his or her silver bullet to also
  promote themselves and their legitimacy

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Defending Turf

• Organizations are collections of competing
  interests that are held by various departments
  and groups.
• Expanding Influence may encroach on
  activities of other groups.
• Managers may attempt to expand the jobs
  their groups perform.