1. Chapter 13
Power and Politics

2. A Definition of Power 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. Introduction to Organisational Power and Politics
Jeffrey Pfeffer:
‘Unless and until we are willing
to come to terms with organis-
-ational power and influence,
and admit that the skills of getting things done are as important as the skills of figuring out what to do, our organisations will fall further and further behind.’

4. The Value of Politics
Political forces provide a critical source of dynamic energy for strategic organisational change (Hardy, 1996)
Politics can be used to counter the use of otherwise legitimate means to non-legitimate ends
Political debate helps make explicit all the dimensions of an argument
Political action may be required to remove bureaucratic blockages raised by the legitimate system
Political tactics can be used to facilitate the implementation of decisions reached by legitimate means (Buchanan & Badham, 1999)

5. Introduction to Organisational Power and Politics
Power is ‘the capacity to influence the behaviour of others’ (Hellriegel et al, 1992)
Counterpower a neglected dimension
Mark Holden:
100% of respondents thought workplace politics were common
85% thought it was necessary to be political to get ahead in organisations
67% agreed that organisations would be happier places to work without politics

6. Introduction to Organisational Power and Politics
Some people may not want to become powerful – McClelland’s N.Power dimension – however if they wish to be effective there may be little choice but to be involved in the organisation’s power dynamics
N.Power should, perhaps, be
differentiated from N.Mach.Power

7. Contrasting Leadership and Power
Focuses on goal achievement.
Requires goal compatibility with followers.
Focuses influence downward.
Research Focus
Leadership styles and relationships with followers
Power
Used as a means for achieving goals.
Requires follower dependency.
Used to gain lateral and upward influence.
Research Focus
Power tactics for gaining compliance

8. The Evolution of Power: From Domination to Delegation (Kreitner and Kinicki, 2000)
Power Distribution Followers granted authority to make decisions.
High
Power Sharing Manager/leader and followers jointly make decisions.
Power Distribution Followers consulted
but leaders make decisions.
Degree of Empowerment
Authoritarian Power Manager/leader imposes decisions.
Domination
Consultation
Participation
Delegation
None

9. Dependency: The Key To Power
The General Dependency Postulate
The greater B’s dependency on A, the greater the power A has over B.
Possession/control of scarce organizational resources that others need makes a manager powerful.
Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power.
What Creates Dependency
Importance of the resource to the organization
Scarcity of the resource
Nonsubstitutability of the resource

10. Models of Power Sources Power Of Power over others Contingencies
Importance
Scarcity
Substitutability

11. Contingencies of Power
Importance: interdependence between power holder and others
A function of:
Ability to reduce uncertainty for others
Number of people affected by your actions
How quickly people are affected by your actions

12. Contingencies of Power
Scarcity: Control over scarce (limited) resources, including:
Expertise (many occupations do this)
Information
Money
Schedules and deadlines
Meaning

13. Contingencies of Power
Substitutability: Power decreases with the ability to substitute the valued resource
Nonsubstitutability can be enhanced by:
Controlling tasks
Controlling knowledge
Controlling labour

14. Sources of Power (French & Raven, 1968; Pettigrew, 1973, 1979; Pfeffer, 1981; Forester, 1989; Hardy, 1994)
Alliances & networks
Charisma
Coercive
Credibility
Expertise
Group support
Information
Political access
Position/legitimate
Processes
Referent
Resources
Rewards
Sanctions
Strategic contingencies
Symbols

15. Mobilising Power – Influence Strategies
Appealing
Becoming indispensable
Coalition building
Directing
Empowering
Enrolment
Envisioning
Managing meaning
Negotiating
Personalising
Persuading
Rallying
Sanctioning
Score-carding
Socialisation

16. Advanced power-grabbing tactics (DuBrin, 1990)
Think big and win big
Gain control of organisational resources
Develop powerful alliances
Form coalitions and obtain cooptations
Conduct a mass, concentrated offensive
Avoid decisive engagement
Use constructive chaos
Groom princes and princesses

17. Advanced power-grabbing tactics DuBrin, 1990)
Maintain a mystique about your job
Work on key problems
Bend rules at the right time
Bring in an outside expert
Play the power game
Be feared rather than loved
Give proof of prowess
Control the agenda

18. Advanced power-grabbing tactics (DuBrin, 1990)
Select a compliant board of directors
Avoid being deposed
Don’t spent all your time managing
Keep your department lean
Transfer your competition
Cultivate your superiors
Be a developer of talent
Do what your boss thinks a manager should do

19. Impressing the Higher-Ups (DuBrin, 1990)
Shine at meetings
Show that you identify with management
Appear cool under pressure
Talk big, shun trivia
Show an interest in your firm and its products
Contact newly arrived senior executives
Display business manners and etiquette

20. Factors Influencing the Choice and Effectiveness of Power Tactics
Sequencing of tactics
Softer to harder tactics works best.
Skillful use of a tactic
Experienced users are more successful.
Relative power of the tactic user
Some tactics work better when applied downward.
The type of request attaching to the tactic
Is the request legitimate?
How the request is perceived
Is the request accepted as ethical?
The culture of the organization
Culture affects user’s choice of tactic
Country-specific cultural factors
Local values favor certain tactics over others.

21. Politics: Power in Action
Political Behavior
Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization.
Legitimate Political Behavior Normal everyday politics.
Illegitimate Political Behavior Extreme political behavior that violates the implied rules of the game.

22. Limiting Negative Political Behaviour
Provide
Sufficient
Resources
Remove
Political Norms
Introduce
Clear Rules
Hire
Low-Politics
Employees
Free Flowing
Information
Increase
Opportunities
for Dialogue
Manage Change
Effectively
Peer Pressure
Against Politics