Power, Politics, and Empowerment Chapter 12 Power, Politics, and Empowerment

Learning Objectives Distinguish between influence and power Identify five interpersonal power bases Describe three forms of structural power Discuss the concepts of powerlessness and empowerment Identify the contingencies that influence subunit power

Learning Objectives Explain what is meant by illusion of power Describe several frequently used influence tactics Discuss the criteria for determining ethical behavior Identify the considerations involved in using power effectively

Power is a pervasive part of organizations Introduction Power is a pervasive part of organizations Both managers and non-managers use it A person’s success or failure in using or reacting to power is determined by… Understanding power Knowing how and when to use it Being able to anticipate its probable effects

The exercise of that capability (power in action) The Concept of Power Power The capability to get someone to do something (the potential to influence) Influence The exercise of that capability (power in action)

Power is not a personal attribute The Concept of Power Power is not a personal attribute It’s an aspect of the relationship that exists between two or more people No individual or group has power in isolation

The Concept of Power Obtaining, maintaining, and using power are essential to influencing behavior in organizational settings Symmetrical relationships Asymmetrical relationships Both parties have the same amount of power One person has more power than the other

Where Does Power Come From? Interpersonal Power Organizational Power Legitimate Reward Coercive Personal Power Expert Referent Structural Power Resources Decision-making power Information power

Symptoms & Sources of Powerlessness

Defined by Conger and Kanungo as… Empowerment Defined by Conger and Kanungo as… “Enhancing feelings of self-efficacy among organizational members by identifying and then removing conditions that foster powerlessness” Removal of these conditions may be by formal organizational practices or informal techniques

Empowerment is not universally embraced Managers fear loss of power, control, authority Employees can’t make responsible decisions Empowering employees was tried and it failed Sharing proprietary information Sharing proprietary information means leaking ideas, plans, and knowledge to competitors

Increase empowerment effectiveness Empowering Others Delegate authority Be a partner Be supportive Increase empowerment effectiveness Share information Provide training opportunities Provide constructive performance feedback

Stages of Empowerment Stage 1 Identify conditions leading to powerlessness Stage 2 Implement empowerment strategies/techniques Stage 3 Remove conditions that caused powerlessness; provide self-efficacy information to subordinates Stage 4 Receiving such information results in feelings of empowerment Stage 5 Empowerment feelings from stage 4 are translated into behaviors

A subunit is a semi-autonomous part of an overall organization Power A subunit is a semi-autonomous part of an overall organization A center for coordinated actions Organization usually based on a product line Strategic contingency An event or activity of crucial importance to completing a project or accomplishing a goal

Interdepartmental Power Subunit power, the power differential between subunits, is influenced by The degree of ability to cope with uncertainty The centrality of the subunit The substitutability of the subunit

Contingency Model of Subunit Power

Coping With Uncertainty The subunits most capable of coping with uncertainty typically acquire power Types of coping activities Coping by prevention Coping by information Coping by absorption

Centrality Subunits that are most central to the flow of work typically acquire power No subunit has zero centrality A subunit has power if its activities have a more immediate or urgent impact than those of other subunits

Substitutability The ability of other subunits to perform the activities of a particular subunit A subunit’s power will be diminished if the organization can obtain alternative sources of skill, information, or resources The lower the substitutability of the activities of a subunit, the greater its power

The Illusion of Power Where a person or subunit’s power starts or stops is difficult to pinpoint Even people who seemingly possess only a little power can influence others A series of studies conducted by Milgram focused on the illusion of power One may be able to influence others simply because he/she is perceived to have power

Political Strategies and Tactics Political behavior can mean Behavior that is outside the legitimate, recognized power system Behavior that benefits an individual or subunit, often at the expense of the organization Behavior that is intentional and designed to acquire and maintain power Political behavior can displace formal power

Research on Politics A study of 142 purchasing agents found that they practiced these political behaviors Rule evasion: evading the formal purchase procedures Personal-political: using friendships to facilitate or inhibit order processing Educational: persuading engineering to think in purchasing terms Organizational: changing the interaction patterns between engineering and purchasing

Politics is a fact of organizational life Playing Politics Politics is a fact of organizational life It exists in every organization

Reasons Games are Played Resist authority (insurgency) Counter resistance to authority (counter-insurgency) Build power bases (sponsorship, coalition building) Defeat rivals (line versus staff) Bring about organizational change (whistle blowing)

Political Influence Tactics Consultation Rational persuasion Inspirational appeals Ingratiating tactics Coalition tactics Pressure tactics Legitimating Personal appeals Exchange tactics

Political Influence Tactics Not all tactics are equally effective Inspirational appeals and consultation are the most effective Those using ingratiating behaviors and logic have a greater chance of succeeding at their careers than those who do not Most tactics lead to Commitment, compliance, or resistance

Influence Tactic Outcomes Resistance Compliance Commitment 1. Consultation 18% 27% 55% 2. Rational persuasion 47 30 23 3. Inspiration 10 90 4. Ingratiation 41 28 31 5. Coalition 53 44 3 6. Pressure 56 7. Legitimating 8. Personal appeals 25 33 42 9. Exchange 24 35

Impression Management The actions individuals take to control the impressions that others form of them Impression management is universal Many impression-management tactics are designed to emphasize the positive Creating blatantly false impressions can damage your credibility and reputation

Impression Management Actions individuals take to control the impressions that others form of them Self-Promotion Communicating your accomplish-ments in order to appear able and competent Intimidation Using threats and harassment to appear powerful

Self-Handicapping Any action taken in advance of an outcome that is designed to provide either an excuse for failure or a credit for success

Ethics, Power, and Politics Ethical dilemmas exist where power and politics are used to accomplish goals Examples of unethical behavior Bribing government officials Lying to employees and customers Polluting the environment A general “ends justify the means” mentality

Ethics, Power, and Politics Behavior must satisfy certain criteria to be considered ethical Utilitarian outcomes Individual rights Distributive justice Overwhelming factors

Using Power to Manage Effectively Nothing gets done in any organization until someone makes it happen A manager’s job is making the right things happen

Important Power Considerations There are multiple interests in every organization Know what position individuals and groups hold with respect to issues important to you To get things done you must have power In the case of those who oppose you, you must have more power than they do Recognize the strategies/tactics through which organizational power is developed and used