2. GROUP MEMBERS Pervez yousuf C.H irfan majeed Sohaib querashi
Khuram shahzab munir
Khalid younus
Azhar abass
Sardar shahzad
Haris ali khan

3. POWER DYNAMICS IN ORGANIZATIONAL SETTING

4. OUTLINE OF PRESENTATION
Power
Dynamics of power
Sources of power
Balance of power
Types of power
Power tactics
Abuse of power

5. OUTLINE OF PRESENTATION
Power and politics
Leadership and power
Power acquisition
Consequences of power dynamics
Recommendations
conclusion

6. POWER Power is the ability to …
“A capacity that A has to influence the behavior of B, so that B acts in accordance with A’s wishes”
Power is the ability to …
Get someone to do something you want done.
Make things happen in the way you want.

7. DYNAMICS OF POWER
The dynamics of power can be studied from several angles..
Dependency,
1- Importance
2- Scarcity
3- Unsubtituatibility

8. DYNAMICS OF POWER Distribution Uncertainty Power determinants
Power consequences
Symbols
Reputation.

9. Where does power come from?
Organizational sources
Personal sources John French & Raven)

10. Where does power come from?
Position power.
Derives from organizational sources.
Types of position power.
Reward power.
Coercive power.
Legitimate power.
Process power.
Information power.
Representative power

11. Where does power come from?
Reward power.
The extent to which a manager can use extrinsic and intrinsic rewards to control other people.
Coercive power.
The extent to which a manager can deny desired rewards or administer punishments to control other people.

12. Where does power come from?
Legitimate power.
The extent to which a manager can use subordinates’ internalized values or beliefs that the “boss” has a “right of command” to control their behavior.
Process power.
The control over methods of production and analysis.
Places an individual in the position of:
Influencing how inputs are transformed into outputs.
Controlling the analytical process used to make choices.

13. Where does power come from?
Information power.
The access to and/or control of information.
May complement legitimate hierarchical power.
People may “protect” information in order to increase their power.

14. Where does power come from?
Personal power.
Derives from individual sources.
Types of personal power.
Expert power.
Rational persuasion.
Referent power.

15. TYPES OF POWER Delegated authority Social class
Personal or group charisma
Ascribed power
Expertise
Persuasion

16. TYPES OF POWER
Knowledge
Money
Celebrity
Force
Moral persuasion

17. ASSUMPTIONS ABOUT POWER
Power is present in all social interaction
Power is not inherently positive or negative
Power is a result of the interpersonal relationship
Too much or too little power makes conflict management difficult
Any source of power can erode once it is used.
The more you try and use your power the more erosion takes place
Power can be exercised directly or indirectly

18. POWER TACTICS
A plan for attaining a particular goal that is what do individual have for influencing their bosses, co-workers and subordinates
Legitimacy
Rational Persuasion
Inspirational Appeals
Consultation
Exchange
Personal Appeals
Ingratiation
Pressure
Coalitions

19. CONSEQUENCES OF POWER TACTICS
The best way to measure how people react to the influence tactics is in 3 ways:
Resistance:
Compliance:
Commitment:

20. How can you increase your power?
Decrease your dependence by:
Changing your goals
Finding outside sources to meet your needs
Finding substitute resources

21. How can you increase your power?
Hide your needs
Develop skill bases
Increase your ability
Eliminate competitors

22. ABUSE OF POWER
Abuse of power or authority may be the prime source and true essence of moral EVIL - Evil is the ABUSE of power
Abuse Of Power Is The Illegitimate Use Of Power
Harassment in the Workplace
Sexual Harassment

23. POWER AND POLITICS Definition of politics
Employee Responses to Power and Politics
Power politics in organizations

24. Consequences Of Power Politics
Interpersonal Competence
Empowering Subordinates
Team Performance Facilitation
Objectivity
Initiative/Commitment

25. LEADERSHIP AND POWER

26. LEADERSHIP AND POWER
POWER ACQUISITION

27. POSITION POWER Criticality Flexibility Visibility Relevance
PERSONAL POWER
Knowledge and Information
Personal Attraction
Effort
POSITION POWER
Criticality
Flexibility
Visibility
Relevance

28. LEADERSHIP & POWER TRANSFORMING POWER

29. CONSEQUENCES OF POWER DYNAMICS
Negative Power Dynamics
Positive Power Dynamics

30. SUGGESTIONS AND RECOMMENDATIONS
Having power does not mean one should use it .
Overuse of power may weaken the relations.
People who overuse power can create a barrier between themselves and others.
Power is often exerted by people who believe they have the ``answers'' but lack the patience for others. Consensus or agreement on what an appropriate course of action should be adopted in making the decisions.
Convert power effectively into interpersonal influences in ways that avoid the abuse of power.
Use win-win negotiation to resolve power conflict.

31. CONCLUSION
the role played by power dynamics in organizational are increasing in force, scale, and impact.
Power dynamics has the ability to influence the whole organization and all stake holders
Positive power dynamics enhances organization competitiveness and adaptability
Negative use of power leads to collapse of whole organizational structure and increase in conflict.

32. THANK YOU