1. Chapter 11 Organizational Behavior Nelson & Quick, 6th edition
Power and
Political Behavior
Chapter 11 Organizational Behavior Nelson & Quick, 6th edition

2. Concept of Power Power - the ability to influence another person
Concept of Power
Power - the ability to influence another person
Influence - the process of affecting the thoughts, behavior, and feelings of another person
Authority - the right to influence another person 2

3. Managers strive to expand employee’s zone of indifference
Concept of Power
Zone of Indifference - the range in which attempts to influence a person will be perceived as legitimate & will be acted on without a great deal of thought
Zone of Indifference
Z o n e o f I n d i f f e r e n c e
Managers strive to expand employee’s zone of indifference 3

4. Sources of Organizational Power: Interpersonal
Sources of Organizational Power: Interpersonal
Reward Power - agent’s ability to control the rewards that the target wants
Coercive Power - agent’s ability to cause an unpleasant experience for a target
Legitimate Power - agent and target agree that agent has influential rights, based on position and mutual agreement 4

5. Sources of Organizational Power: Interpersonal
Sources of Organizational Power: Interpersonal
Referent Power - based on interpersonal attraction; charismatic
Expert Power - agent has knowledge target needs
Photos courtesy of Clips Online ©2008 Microsoft Corporation 4

6. Which Power is Most Effective?
Expert Power!
Strong relationship to performance & satisfaction
Transfers vital skills, abilities, and knowledge within the organization
Employees internalize what they observe & learn from managers they consider “experts” 5

7. Information Power
Information Power - access to and control over important information
Formal/informal position in communication network
Interpreting information when passing it on (the spin)
Can flow upward, downward, and laterally
Photos courtesy of Clips Online ©2008 Microsoft Corporation

8. Criteria for Using Power Ethically
Does the behavior produce a good outcome for people both inside and outside the organization?
Does the behavior respect the rights of all parties?
Does the behavior treat all parties equitably and fairly?
Photos courtesy of Clips Online ©2008 Microsoft Corporation 6

9. Two Faces of Power Personal Power - power used for personal gain
Personal Power - power used for personal gain
Social Power – power used to create motivation or to accomplish group goals 7

10. Characteristics of Successful Power Users
Have high need for social power
Approach relationships with a communal orientation
Focus on needs and interests of others
Belief in the authority system
Preference for work & discipline
Altruism
Belief in justice
Photos courtesy of Clips Online ©2008 Microsoft Corporation 8

11. Sources of Organizational Power: Intergroup
Sources of Organizational Power: Intergroup
Control of critical resources
Control of strategic contingencies - activities that other groups need to complete their tasks
Photos courtesy of Clips Online ©2008 Microsoft Corporation 9

12. Sources of Organizational Power: Intergroup
Sources of Organizational Power: Intergroup
Ways groups hold power over other groups (strategic contingency)
Ability to cope with uncertainty
High degree of centrality - functionality central to organization’s success
Nonsubstitutability - group’s activities are indispensable
Dependency 9

13. Power Analysis: A Broader View
Organizational Power
Coercive Power - influence through threat of punishment, fear, or intimidation
Utilitarian Power - influence through rewards and benefits
Normative Power - influence through using knowledge of member’s desire for belonging; letting members know they are expected to do the “right” thing

14. Power Analysis: A Broader View
Types of Membership
Alienative Membership - members feel hostile, negative, do not want to be there
Calculative Membership - members weigh benefits and limitations of belonging
Moral Membership - members have
positive organizational feelings; will deny own needs

15. Etzioni’s Power Analysis
Etzioni’s Power Analysis
Type of Membership
Alienative
Calculative
Moral
Coercive
Type of Power
Utilitarian
Normative
SOURCE: Adapted from Amitai Etzioni, Modern Organizations (Upper Saddle River, N. J.: Prentice-Hall, 1964), Reprinted by permission of Pearson Education, Inc. Upper Saddle River, N.J. 10

16. Kanter’s Symbols of Power
Kanter’s Symbols of Power
Ability to intercede for someone in trouble
Ability to get placements for favored employees
Exceeding budget limitations
Procuring above-average raises for employees
Getting items on meeting agendas
Access to early information
Having top managers seek out their opinion
Photos courtesy of Clips Online ©2008 Microsoft Corporation 11

17. Kanter’s Symbols of Powerlessness
Staff Professionals
Resistance to change
Turf protection
Top Executives
Budget cuts
Punishing behaviors
Top-down communications
Managers
Assign external attribution -
Blame others
Blame environment
First-line Supervisors
Overly close supervision
Inflexible adherence to rules
Do job rather than train
Key to overcoming powerlessness:
share power & delegate decision making 12

18. Korda’s Power Symbols Furnishings Time Access Size of desk
Korda’s Power Symbols
Furnishings
Size of desk
Rectangular table
Locked file cabinet
Time
Who has access to you?
To whom do you have access?
Access
Photos courtesy of Clips Online ©2008 Microsoft Corporation 13

19. Korda’s Power Symbols
Power - there are more people who inconvenience themselves on your behalf than there are people on whose behalf you would inconvenience yourself
Status - a person’s relative standing in a group based on prestige and deference 13

20. Political Behavior in Organizations
Political Behavior in Organizations
Organizational Politics - the use of power and influence in organizations
Political Behavior - actions not officially sanctioned by an organization that are taken to influence others in order to meet one’s personal goals 14

21. Conditions Encouraging Political Activity
Conditions Encouraging Political Activity
Unclear goals
Autocratic decision making
Ambiguous lines of authority
Scarce resources
Uncertainty
Photos courtesy of Clips Online ©2008 Microsoft Corporation

22. Effective Political Characteristics
Effective Political Characteristics
What characteristics do effective political actors possess? ?
Photos courtesy of Clips Online ©2008 Microsoft Corporation 15

23. Upward Influence: the boss
Influence Tactics
Upward Influence: the boss
Pressure
Upward appeals
Exchange tactics
Coalition
Ingratiation
Rational persuasion
Inspirational appeals
Consultation
Lateral Influence:
a coworker
Downward Influence:
an employee 16

24. Most Effective Tactic: Influence by Rational Persuasion
Most Effective Tactic: Influence by Rational Persuasion
This new procedure will save us over $150,000.
The person uses logical arguments and factual evidence to persuade you that a proposal or request is viable and likely to result in the attainment of task objectives.
Photos courtesy of Clips Online ©2008 Microsoft Corporation

25. Effective Tactic: Influence by Ingratiation
Effective Tactic: Influence by Ingratiation
Only you can do this job right!
The person seeks to get you in a good mood or to think favorably of him or her before asking you to do something.
SOURCE: Information on slides from the first two columns from G. Yuki and C. M. Falbe. “Influence Tactics and Objectives in Upward, Downward, and Lateral Influence Attempts.” Journal of Applied Psychology 75 (1990): Copyright © 1990 by the American Psychological Association. Reprinted with permission.
Photos courtesy of Clips Online
©2008 Microsoft Corporation

26. Frequently Used Tactic: Influence by Consultation
Frequently Used Tactic: Influence by Consultation
This new attendance plan is controversial. How can we make it more acceptable?
The person seeks your participation in making a decision or planning how to implement a proposed strategy, policy, or change.
Photos courtesy of Clips Online ©2008 Microsoft Corporation

27. Frequently Used Tactic: Influence by Inspirational Appeals
Frequently Used Tactic: Influence by Inspirational Appeals
Getting that account will be tough, but I know you can do it.
The person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals, or by increasing your confidence that you can do it.
Photos courtesy of Clips Online ©2008 Microsoft Corporation

28. Political Skill
Political Skill - ability to get things done through favorable interpersonal relationships outside of formally prescribed organizational mechanisms
Social astuteness
Interpersonal influence
Networking ability
Sincerity
Learned traits
Photos courtesy of Clips Online ©2008 Microsoft Corporation

29. Managing Political Behavior
Managing Political Behavior
Maintain open communication
Clarify performance expectations
Use participative management
Encourage cooperation among work groups
Manage scarce resources well
Provide a supportive organizational climate 17

30. Managing Up: The Boss Understand Your Boss and Her Context
Understand Your Boss and Her Context
Her goals and objectives
The pressures on her
Her strengths, weaknesses, blind spots
Her preferred work style
Assess Yourself and Your Needs
Your own strengths and weaknesses
Your personal style
Your predisposition toward dependence on authority figures

31. Managing Up: The Boss Develop and Maintain a Relationship that
Managing Up: The Boss
Develop and Maintain a Relationship that
Fits both your needs and styles
Is characterized by mutual expectations
Keeps your boss informed
Is based on dependability and honesty
Selectively uses your boss’s time and resources
SOURCE: Information on slides adapted and reprinted by permission of Harvard Business Review. From “Managing Your Boss,” by J. J. Gabarro and J. P. Kotter, (May-June 1993): p Copyright© 1993 by the Harvard Business School Publishing Corporation; all rights reserved. 20

32. Sharing Power: Empowerment
Empowerment -
sharing power in such a way that individuals learn to believe in their ability to do the job! 21

33. Empowerment’s Four Dimensions
Meaning – fit between the work role and the employee’s values and beliefs
Competence - belief that one has the ability to do the job well
E2s
Self-determination - having control over the way one does one’s work
Impact - belief that one’s job makes a difference within the organization 22

34. Guidelines for Empowering
Guidelines for Empowering
Express confidence in employees
Set high performance expectations
Create opportunities for participative decision making
Remove bureaucratic constraints that stifle autonomy
Set inspirational and meaningful goals 23

35. Employee Empowerment Grid
Implement Follow-up
Alt. Choice
Alt. Eval
Alt. Dev
Problem Id.
Point D
Mission Defining
Point E
Self-management
Decision-Making Authority over Job Context
Point C
Participatory
Empowerment
Point A
No Discretion
Point B
Task Setting
Alt. Choice
Implement Follow-up
Problem Id.
Alt. Dev
Alt. Eval
Decision-Making Authority over Job Content
Amitai Etzioni, Modern Organizations, 1964, pp Englewood Cliffs: Prentice Hall.

36. Finkelstein: Why Executives Fail
See themselves and their companies as dominant, without peers
Think they have all the answers
Eliminate those not 100% behind them
Rely on what worked for them in the past
No clear boundaries between personal interests and corporate interests

37. Using Power Effectively
Using Power Effectively
Use power in ethical ways
Understand and use all of the various types of power and influence
Seek out jobs that allow you to develop your power skills
Use power tempered by maturity and self-control
Accept that influencing people is an important part of the management job 25

38. Chapter 11: Reflect & Discuss
Scarface Video Clip
What to Watch for and Ask Yourself
What are Mel’s sources or bases of power in this interaction with Tony Montana?
What are Tony Montana’s sources or bases of power?
What type of power relationship forms between the two men?
Scarface
Cuban refugee Antonio “Tony” Montana (Al Pacino) comes to Miami to pursue the American dream. He quickly rises in power within the Miami drug world until life turns against him. This lengthy, punishing film will leave unforgettable images and thoughts on almost any viewer. It is a remake of the 1931 Scarface, a classic gangster film starring Paul Muni that set an early standard for films of this type.
The scene from Scarface comes from the “Shakedown” sequence that occurs about halfway through the film. The sequence takes place at a disco before Tony’s confrontation with his sister Gina (Mary Elizabeth Mastrantonio) about the man she is dating.
Mel Bernstein (Harris Yulin), Chief Detective, Narcotics and Tony Montana discuss Mel’s proposal to protect Tony’s drug operation. After Mel says, “Thank you for the drink” and leaves, Tony goes to Elvira’s (Michelle Pfeiffer) table. The film continues through more of Tony Montana’s complex drug deals and to its well-known violent ending.
What to Watch for and Ask Yourself
What are Mel’s sources or bases of power in this interaction with Tony Montana?
What are Tony Montana’s sources or bases of power?
What type of power relationship forms between the two men?