1. Power and Politics Chapter 12 McGraw-Hill/Irwin
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives Distinguish between influence and power
Give examples of interpersonal and structural power bases
Discuss why some managers resist empowering employees
Identify the contingencies that influence subunit or interdepartmental power
Explain what is meant by illusion of power
Describe several frequently used influence tactics
Summarize the criteria for determining ethical behavior
Identify the considerations involved in using power to manage effectively

3. Power is a pervasive part of organizations
Introduction
Power is a pervasive part of organizations
Both managers and non-managers use it
A person’s success or failure in using or reacting to power is determined by…
Understanding power
Knowing how and when to use it
Being able to anticipate its probable effects

4. The exercise of that capability (power in action)
The Concept of Power
Power
The capability to get someone to do something (the potential to influence)
Influence
The exercise of that capability (power in action)

5. Power is not a personal attribute
The Concept of Power
Power is not a personal attribute
It’s an aspect of the relationship that exists between two or more people
No individual or group has power in isolation

6. The Concept of Power Both parties have the same amount of power
Obtaining, maintaining, and using power are essential to influencing behavior in organizational settings
Symmetrical relationships
Both parties have the same amount of power
Asymmetrical relationships
One person has more power than the other

7. Where Does Power Come From?
Interpersonal Power
Organizational Power
Legitimate
Reward
Coercive
Personal Power
Expert
Referent
Structural Power
Resources
Decision-making power
Information power

8. EXHIBIT 12.1 Symptoms & Sources of Powerlessness

9. Defined by Conger and Kanungo as…
Empowerment
Defined by Conger and Kanungo as…
“Enhancing feelings of self-efficacy among organizational members by identifying and then removing conditions that foster powerlessness”
Removal of these conditions may be by formal organizational practices or informal techniques

10. Empowerment is not universally embraced
Managers fear loss of power, control, authority
Employees can’t make responsible decisions
Empowering employees was tried and it failed
Sharing proprietary information
Sharing proprietary information means leaking ideas, plans, and knowledge to competitors
Empowerment is not universally embraced

11. Empowering Others Increase empowerment effectiveness
Delegate authority
Be a partner
Be supportive
Share information
Provide training opportunities
Provide constructive performance feedback

12. Stages of Empowerment Identify conditions leading to powerlessness
Implement empowerment strategies/techniques
Stage 3
Remove conditions that caused powerlessness; provide self-efficacy information to subordinates
Stage 4
Receiving such information results in feelings of empowerment
Stage 5
Empowerment feelings from stage 4 are translated into behaviors

13. A subunit is a semi-autonomous part of an overall organization
Power
A subunit is a semi-autonomous part of an overall organization
A center for coordinated actions
Organization usually based on a product line
Strategic contingency
An event or activity of crucial importance to completing a project or accomplishing a goal

14. EXHIBIT 12.2 A Strategic Contingency Model of Subunit Power

15. Coping With Uncertainty
The subunits most capable of coping with uncertainty typically acquire power
Coping by prevention
Coping by information
Coping by absorption
Types of coping activities

16. Centrality
Subunits that are most central to the flow of work typically acquire power
No subunit has zero centrality
A subunit has power if its activities have a more immediate or urgent impact than those of other subunits

17. Substitutability
The ability of other subunits to perform the activities of a particular subunit
A subunit’s power will be diminished if the organization can obtain alternative sources of skill, information, or resources
The lower the substitutability of the activities of a subunit, the greater its power

18. The Illusion of Power
Where a person or subunit’s power starts or stops is difficult to pinpoint
Even people who seemingly possess only a little power can influence others
A series of studies conducted by Milgram focused on the illusion of power
One may be able to influence others simply because he/she is perceived to have power

19. EXHIBIT 12.3 Results of Milgram’s Classic Experiment on Obedience

20. Political Strategies and Tactics
Political behavior can mean
Behavior that is outside the legitimate, recognized power system
Behavior that benefits an individual or subunit, often at the expense of the organization
Behavior that is intentional and designed to acquire and maintain power
Political behavior can displace formal power

21. EXHIBIT 12.4 Personal Characteristics of Effective Organizational Politicians

22. Politics is a fact of organizational life
Playing Politics
Politics is a fact of organizational life
It exists in every organization

23. Reasons Games are Played
Resist authority (insurgency)
Counter resistance to authority
(counter-insurgency)
Build power bases (sponsorship, coalition building)
Defeat rivals (line versus staff)
Bring about organizational change
(whistle blowing)

24. Political Influence Tactics
Consultation
Ingratiating tactics
Legitimating
Rational persuasion
Coalition tactics
Personal appeals
Inspirational appeals
Pressure tactics
Exchange tactics

25. EXHIBIT 12.5 Frequency of Outcomes for the Use of Political Influence Tactics

26. Impression Management
The actions individuals take to control the impressions that others form of them
Impression management is universal
Many impression-management tactics are designed to emphasize the positive
Creating blatantly false impressions can damage your credibility and reputation

27. Impression Management
Actions individuals take to control the impressions that others form of them
Self-Promotion
Communicating your accomplishments in order to appear able and competent
Intimidation
Using threats and harassment to appear powerful

28. Self-Handicapping
Any action taken in advance of an outcome that is designed to provide either an excuse for failure or a credit for success

29. Ethics, Power, and Politics
Ethical dilemmas exist where power and politics are used to accomplish goals
Examples of unethical behavior
Bribing government officials
Lying to employees and customers
Polluting the environment
A general “ends justify the means” mentality

30. Ethics, Power, and Politics
Behavior must satisfy certain criteria to be considered ethical
Utilitarian outcomes
Individual rights
Distributive justice
Overwhelming factors

31. Using Power to Manage Effectively
Nothing gets done in any organization until someone makes it happen
A manager’s job is making the right things happen

32. Important Power Considerations
There are multiple interests in every organization
Know what position individuals and groups hold with respect to issues important to you
To get things done you must have power
In the case of those who oppose you, you must have more power than they do
Recognize the strategies/tactics through which organizational power is developed and used

33. In Review, Did We… Distinguish between influence and power
Give examples of interpersonal and structural power bases
Discuss why some managers resist empowering employees
Identify the contingencies that influence subunit or interdepartmental power
Explain what is meant by illusion of power
Describe several frequently used influence tactics
Summarize the criteria for determining ethical behavior
Identify the considerations involved in using power to manage effectively