1. Introduction Dark and gloomy? OR Bright and cheery? How do you perceive power?

2. PersonA Person B’s goals PersonB Person B’s counter power over Person A Person A’s power over Person B Power: A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes. Dependency: B’s relationship to A when A possesses something that B requires.

3. Dependency: The Key To Power ◦Importance of the resource to the organization  If they want what you have, what you control is meaningful for them, then you create dependency. ◦Scarcity of the resource  If something is plentiful, possession of it will not increase your power. ◦Non-substitutability of the resource  The fewer viable substitutability for a resource, the more power the control over that resource provides.

4. Includes the ability to gather physical and human resources and put them to work to reach a goal Essential to leadership and management functions Central feature of political behavior Dynamic: Rises and falls for people and groups Shifts in environment can change power of person or group Technology: as it increases in importance, people who know it become more powerful. The opposite happens as importance of technology drops

5. BASES POWER Formal Power Coercive Power Reward Power Legitimate Power Personal Power Expert Power Referent Power

6. Commitment Reward power Legitimate power Coercivepower Expertpower Referentpower ResistanceCompliance Sources of power Consequences of power

7. Which Power Is Most Effective? Expert Power! Strongest relationship to performance & satisfaction Transfers vital skills, abilities, and knowledge within the organization Employees internalize what they observe & learn from managers they consider “experts”

8. Behavior of powerful leaders & managers Delegate decision authority See people’s talents as a resource Change people’s working conditions Get resources for work group Take risks Press for innovations Share power widely Results Highly effective Increases total power of the work group Increases people’s promotion opportunities Increase employee satisfaction & loyalty Results Highly effective Increases total power of the work group Increases people’s promotion opportunities Increase employee satisfaction & loyalty

9. Power Tactics Power Tactics Legitimacy Rational persuasion Inspirational appeals Consultation Exchange Personal appeals Ingratiation Pressure Coalitions Legitimacy Rational persuasion Inspirational appeals Consultation Exchange Personal appeals Ingratiation Pressure Coalitions Ways in which individuals translate power bases into specific actions.

11. Preferred Power Tactics by Influence Direction Upward Influence Downward Influence Lateral Influence Rational persuasion Rational persuasion Rational persuasion Inspirational appeals Consultation Pressure Ingratiation Consultation Exchange Ingratiation Legitimacy Exchange Personal appeals Legitimacy Coalitions

12. Factors Influencing the Choice and Effectiveness of Power Tactics Sequencing of tactics ◦Softer to harder tactics work best. Skillful use of a tactic Relative power of the tactic user ◦Some tactics work better when applied downward or upward. The type of request attaching to the tactic ◦Is the request legitimate? How the request is perceived ◦Is the request consistent with the target’s values? The culture of the organization ◦Culture affects user’s choice of tactic. Country-specific cultural factors ◦Local values favor certain tactics over others.

13. Insert Figure 18.2 here Example: At P&G, marketing is the name of the game, therefore, marketing department is the most powerful department in the organization.

14. Empowerment is good….

15. Empowerment Instilling a sense of power~ Granting decision-making authority, and/or Creating opportunities to influence decisions Providing ability to make choicesEmpowerment Instilling a sense of power~ Granting decision-making authority, and/or Creating opportunities to influence decisions Providing ability to make choices

17. Benefits and Concerns  Improved employer satisfaction  By being shared, organizational power can grow  Employees to perform better  Increases trust in the organization  Reduces Turnover rates  Giving up control can be threatening to some managers  Managers may not want to share power with someone they look down upon  Managers fear losing their own place and special privileges in the system

18. POLITICAL BEHAVIOR

19. What is it? What to know about it? Getting, developing, and using power to reach a desired result Unofficial, unsanctioned behavior to reach a goal such as competition for resources (money, people, equipment, office space) It is not a part of one’s formal role but than influence the distribution of advantages and disadvantages within the organization.

20. There is a dark side of political behavior Affect decisions in a unfair way Plays an important role in lateral relationships Personal goals become more important than organizational goals

21. Politics Is in the Eye of the Beholder “Political” Label “Effective Management” Label 1. Blaming others vs. Fixing responsibility 2. “Kissing up” vs. Developing working relationships 3. Apple polishing vs. Demonstrating loyalty 4. Passing the buck vs. Delegating authority 5. Covering your rear vs. Documenting decisions 6. Creating conflict vs. Encouraging change and innovation 7. Forming coalitions vs. Facilitating teamwork 8. Whistle blowing vs. Improving efficiency 9. Scheming vs. Planning ahead 10. Overachieving vs. Competent and capable 11. Ambitious vs. Career-minded 12. Opportunistic vs. Astute 13. Cunning vs. Practical-minded 14. Arrogant vs. Confident 15. Perfectionist vs. Attentive to detail Source: Based on T. C. Krell, M. E. Mendenhall, and J. Sendry, “Doing Research in the Conceptual Morass of Organizational Politics,” paper presented at the Western Academy of Management Conference, Hollywood, CA, April 1987.

22. Legitimate Political Behavior Normal everyday politics Complaining to your supervisor Bypassing the chain of command Forming coalition Illegitimate Political Behavior Extreme political behavior that violates the implied rules of the game. ◦Sabotage ◦Groups of employees simultaneously calling sick Risky Can be fired

23. Types of Organizational Politics Attacking and blaming Creating obligations Cultivating networks Controlling information Forming coalitions It was John’s fault… We agreed that… Look who I know… You scratch my back… Most Frequent Types of Organizational Politics I thought you knew …

24. Factors That Influence Political Behaviors

25. Employee Responses to Organizational Politics

26. Defensive Behaviors Avoiding Action : Over-conforming Buck passing Playing dumb Stretching Stalling Avoiding Action : Over-conforming Buck passing Playing dumb Stretching Stalling Avoiding Blame : Buffing Playing safe Justifying Scapegoating Misrepresenting Avoiding Blame : Buffing Playing safe Justifying Scapegoating Misrepresenting Avoiding Change : Prevention Self-protection Avoiding Change : Prevention Self-protection

27. Controlling Political Behaviour Peer Pressure Against Politics Remove Political Norms Free Flowing Information Manage Change Effectively Provide Sufficient Resources Introduce Clear Rules Hire Low-Politics Employees Increase Opportunities for Dialogue Use Participative Management Have Supportive Organizational Climate Encourage Cooperation Clarify Performance Expectations

28. Cultural aspect In general: People from different cultures hold different beliefs about power and power relationships ◦Some cultures see a directive and autocratic use of power as correct such as The Philippines, Mexico, India, Singapore, Hong Kong: value a directive use of power ◦Other cultures define a consultative or democratic approach as correct such as Scandinavian countries, Israel, Switzerland, Austria, and New Zealand

29. Is A Political Action Ethical? Is A Political Action Ethical? UtilitarianismUtilitarianismRightsRightsJusticeJustice Source: Adapted from G.F. Cavanagh, D. Moberg, and M. Valasquez, “The Ethics of Organizational Politic,” Academy of Management Review, July 1981, p. 368. Reprinted with permission.

30. Backstubbing Special attention goes to...

31. Backstabbing The backstabbing co workers are the kind of people who will overtly do things to undermine, embarrass or place you in potentially career-damaging situations. You can’t trust this person to have your best interest in mind, because they are working too hard to promote their own interests. They are: They are uber-ambitious. They have some level of insecurity about themselves. Their goal is: To promote themselves at the expense of others,

32. Workplace incivility has been defined as low-intensity deviant behavior with ambiguous intent to harm the target. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others.

33. Dangers in the Workplace– Backstabbing, Violence, Abuse, Stress… Beware: Better Watch Your Back! Work can be a dangerous place; about two million workers are affected by workplace violence every year, according to the Occupational Safety and Health Administration (OSHA) in Japan the term ‘karoshi’– death from overwork– was first used in the compensation claims filed by bereaved families: At least 30,000 victims of ‘karoshi’ in Japan every year… The police in Japan have suggested that work-related problems are a key factor in the increase in suicide among 50- to 59-year-olds in Japan the term ‘karoshi’– death from overwork– was first used in the compensation claims filed by bereaved families: At least 30,000 victims of ‘karoshi’ in Japan every year… The police in Japan have suggested that work-related problems are a key factor in the increase in suicide among 50- to 59-year-olds Just over 50 percent of Singaporeans would consider backstabbing their friends and colleagues if it would help them get a promotion. This attitude was most common among millennials. according to a study by LinkedIn called “Relationships@Work.”

34. In political content: Impression management is the deliberate 'bending' of the truth in order to make a favorable impression. Impression Management may help sway the distribution of advantages in their favor. Behaving in ways so that others perceive us how we want to be perceived. It is a goal-directed conscious or unconscious attempt to influence the perceptions of other people about a person, object or event by regulating and controlling information in social interaction.

35. ◦ Managing body language to conceal anxieties or untruths. ◦ Not telling lies but also not revealing the whole truth. ◦ Exaggeration or complete fabrication of things that make you look good. ◦ Downplaying or denial of negative factors that make you look bad.

36. IM Techniques Conformity Excuses Apologies Self-Promotion Flattery Favors Association IM Techniques Conformity Excuses Apologies Self-Promotion Flattery Favors Association Impression Management Help them initially to get the job they want To get favorable evaluations, superior salary increase, & more rapid promotions

37. How to do it - positively Self descriptions personal characteristics Conformity agree with someone for approval Accounts give excuses, justifications Apologies admit and ask forgiveness Acclaiming taking credit Flattery saying nice things make yourself likable Favors doing something nice – tit for tat?

38. Organizational politics is unavoidable. As a leader, you must recognize the face of office politics, in its many forms, and find effective ways to keep your work environment a happy and healthy one. Being perceived +ly by others should have benefits for people in organizations.