1. Power, Politics, and Status
Chapter 8
Power, Politics, and Status

2. Power
Ability to influence others to do the things one would like them to do
Power does not only belong to those in supervisory positions
Power is not the same thing as authority
Authority—based on your position in the organization, granted by your job title
Patton:

3. Power
Usually comes not from your position but from something a person has earned or gained b/c of their personality, attitude, or situation
Trying to change behaviors and attitudes of others
Doesn’t have to be negative
Mentors, role models, etc. have power in a positive way
Harry Potter:
LOTR:

4. Power Sources—French & Raven
Legitimate Power—based on person’s formal position in an org.
Coercive Power—based on fear
Reward Power—ability to distribute something that others value
Expert Power—possessing special knowledge or skill
Referent Power—based on respect from others because they believe in you

5. Developing a Power Base
Respecting Others
Building Power Relationships
Network with others who have power
Developing Associations
Join a group
Control Important Information
Gaining Seniority
Power is built in stages

6. Dealing with Politics
Something one engages in when they attempt to influence the advantages and disadvantages of a situation
People come together, and each person has an idea regarding what should occur
Not all political behavior is negative
You need to understand political environment of your org.

7. Politics
Because resources are limited, decisions are often made using less-than-perfect information
People’s personalities, values, goals, and other personal factors differ—influencing a situation for one reason or another is bound to happen
“A Few Good Men”

8. Politics in Organizations
Either constructive or destructive
Understanding the Game
What is the reason you are playing politics?
Make sure your behavior does not violate others’ rights
Your actions would be inappropriate if they resulted in someone being treated unfairly

9. Politics in Orgs. Organizational Expectations Power of Others
Rules and regulations are established
Organization’s culture reflects its personality
How to assess?
Look at how people advance in the org.
Are those who advance team players? Then team work must be valued.
Power of Others
Assess power of others

10. Politics in Orgs. Power you have What type(s) of power do you have?
Can you generate power?
Can you build power by associating with others?
Are you in a position to challenge another person based on what they stand for?

11. Becoming Politically Smart
Portray proper image
Be loyal
Accept challenging assignments
Compromise with others
Avoid tarnished individuals
Find a mentor
Support your supervisor
This can be difficult at times

12. Status Outward signs of success
Social rank or the importance one has in a group
Status comes from formal and informal sources
Formal—titles
Informal—based on characteristics; anything can have high status value if others evaluate it as such
Hitler Speech:

13. Status Importance of Status Status Sources
Should be fairness between perceived ranking and the status symbols given
Ethical issue—abusing power or authority to gain status or sabotaging another person is unethical
Status Sources
Anything that you have that others view as having an element of importance associated with it

14. Status Symbols Size (or existence of) office Office furnishings
Job title
Club memberships
How much budget you control
Type/amount of equipment you control
Having an assistant
Company car (almost nonexistent now unless in sales)
Committee memberships
Number of employees supervised
Money generated (academe)