Power and Politics Presentation
1 - Organizational Behavior Michael Hitt
https://www.amazon.com/Organizational-Behavior-Michael-Hitt/dp/1118809068
2 - Organizational Behavior Mary Von Glinow
https://www.amazon.co.uk/Organizational-Behavior-Mary-Von-Glinow/dp/0077862589
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Power and Politics
1. Power and Politics
Dr. Farahani
Hamidreza Siminpour
Organizational Behavior
AUT – Fall 98
2. What is Power?
Power is the capacity of a person, team, or organization to influence others
Power is generally defined as the ability to achieve desired outcomes
Power can also be thought of as the ability of one person to get another person to do
something
Often, power is thought to be negative but …
Power in several level
3. Where Power comes from?
The most basic prerequisite of power is that one person (or
group) believes he or she is dependent on another person (or
group) for a resource of value.
Ethical, Computational
4. Countervalling power
• The capacity of a person, team, or organization to keep a more
powerful person or group in the exchange relationship.
• Example manager and employee
5. Why is power required?
Providing direction
Get fast access to decision makers
Assisting in the management process
Structure to organizations
Assist to employees in performing better
Articulate the goals
6. Bases of Individual Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Referent Power
7. Legitimate Power
Power derived from position.
also known as formal authority.
Legitimate power extends to employees
not just managers
Limited
Example : President George W
8. Reward Power
Power resulting from the ability to provide others with desired outcomes.
Reward power is derived from the person’s ability to control the
allocation of rewards valued by others and to remove negative sanctions
Reward power is not limited to formal sources
Example : Superviser
9. Coercive Power
Power resulting from the ability to punish others.
Coercive power is usually considered a negative form of power
Like reward power, coercive powercan be derived from informal as well as
formal sources.
10. Expert Power
Expert power arises from special expertise or technical knowledge
that is valuable to others or the organization.
Expert power is limited by the degree to which this expertise is
irreplaceable.
For the most part, legitimate, reward, and coercive power originate
from the position. In contrast, expert power originates from within
the person
Example: Associate use certain software
if others learn to use the software
11. Referent Power
Power resulting from others desire to identify with the referent.
Referent power is the most resilient type of power because it is
difficult to lose once it has been achieved.
For example, it has been found that executives who have prestigious
reputations among their colleagues and shareholders have greater
influence on strategic decision-making processes in their firms.
In addition, referent power can be used to
influence a wide range of behaviors.
Leadership and charisma
12. Information and Power
Information is power.
In one form, people gain information power when they control
(through legitimate power) the flow of information to others
This right to control information flow is a form of legitimate power.
Prevention
Forecasting
Absorption
13.
14. An Example of Power
The past CEO of Disney, Michael Eisner
First, Eisner had a great deal of legitimate power. He was both the
chairman of the board of directors and the CEO
power to hire and fire executives and board members
lavishing attention on board members, important investors
Eisner was also a genius at using information
he controlled communication between executives and board
members
divide those who might oppose him and to make
himself indispensable
restricting the power of other
17. Substitutability
Substitutability refers to the availability of alternatives
Power is strongest when someone has a monopoly over a valued
resource.
power decreases as the number of alternative sources of the critical
resource increases.
Example: Technology is potentially a substitute for production
employees and, consequently, reduces union power.
18. Centrality
Centrality refers to the degree and nature of interdependence
between the power holder and others.
how many people would be affected?
how much time would pass before they were affected?
19. Discretion
The freedom to exercise judgment to make decisions without
referring to a specific rule or receiving permission from someone
else
first-line supervisors may seem that they have legitimate, reward,
and coercive power over employees, but this power is often
curtailed by specific rules.
Middle managers have little power, only what senior managers are
allowed to give them.
20. Employees may react negatively to use of
power
Decreased trust in the organization
Increased employee dissatisfaction
Increased conflict within the organization
Decreased morale and effort
Increased employee turnover
21. Influencing Others
power is only the capacity to influence others.
Influence, on the other hand, refers to any behavior that attempts
to alter someone’s attitudes or behavior
The first five are known as “hard” (legitimate, reward, and
coercion).
The last three are called “soft”
(referent, expert)
22.
23.
24. Organizational Politics
Behavior that is directed toward furthering one’s own self-interests
without concern for the interests or well-being of others.
Political behavior can occur at several levels
such as an individual who attempts to take sole credit for a project
that was jointly completed
26. Scope of Political Activity
Structural change in the organization
Coordination between organizational units
Replace Manager
Resource allocation and budgeting