1. Learning Outcomes © 2011 Cengage Learning. All rights reserved. Chapter 11 Power and Political Behavior 1.Describe the concept of power. 2.Identify forms and sources of power in organizations. 3.Describe the role of ethics in using power. 4.Identify symbols of power and powerlessness in organizations. 5.Define organizational politics and understand the role of political skill and major influence tactics. 6.Identify ways to manage political behavior in organizations.

2. © 2011 Cengage Learning. All rights reserved. Learning Outcome Describe the concept of power. 1

3. © 2011 Cengage Learning. All rights reserved. The 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

4. © 2011 Cengage Learning. All rights reserved. Zone of Indifference the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought

5. © 2011 Cengage Learning. All rights reserved. In September 2009, the Washington Redskins sued 72-year old Pat Hill for failing to pay for her season tickets, which she’s held for almost 50 years. Hill admitted that she could no longer afford the tickets, which cost $5300 per year, and asked the organization to release her from the contract. The team declined, and sued Hill, seeking payment for the rest of the contract, which runs through 2017. Beyond the Book: Football Tickets and Power

6. © 2011 Cengage Learning. All rights reserved. Learning Outcome Identify forms and sources of power in organizations. 2

7. © 2011 Cengage Learning. All rights reserved. Interpersonal Forms of Power 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 Referent Power – based on interpersonal attraction Expert Power – agent has knowledge target needs

8. © 2011 Cengage Learning. All rights reserved. Which Power Is Most Effective? Expert Power! Strongest relationship to performance & satisfaction Transfers vital skills, abilities, and knowledge within the organization Employees internalize what they observe & learn from managers they consider “experts”

9. © 2011 Cengage Learning. All rights reserved. Intergroup Sources of Power Control critical resources Control of strategic contingencies – activities that other groups need to complete their tasks –Ability to cope with uncertainty –High degree of centrality –Nonsubstitutability

10. © 2011 Cengage Learning. All rights reserved. Intergroup Power Reduce uncertainty Function is central to organization Activities are difficult to replace Groups hold power over other groups when they…

11. © 2011 Cengage Learning. All rights reserved. Learning Outcome Describe the role of ethics in using power. 3

12. © 2011 Cengage Learning. All rights reserved. Guidelines for Ethical Use of Power

13. © 2011 Cengage Learning. All rights reserved. Guidelines for Ethical Use of Power

14. © 2011 Cengage Learning. All rights reserved. Information Power access to and control over important information

15. © 2011 Cengage Learning. All rights reserved. [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?

16. © 2011 Cengage Learning. All rights reserved. [Two Faces of Power] Personal Power used for personal gain Social Power used to create motivation used to accomplish group goals

17. © 2011 Cengage Learning. All rights reserved. Rog Blagojevich, the former governor of Illinois, is a premier illustration of abuse of personal power. In exchange for the Illinois’ seat in the US Senate, Blagojevich demanded financial compensation for himself and his wife, as well as a position as an ambassador. Beyond the Book: The Trials of Blago

18. © 2011 Cengage Learning. All rights reserved. Successful Power Users belief in the authority system belief in justice preference for work and discipline altruism

19. © 2011 Cengage Learning. All rights reserved. Learning Outcome Identify symbols of power and powerlessness in organizations. 4

20. © 2011 Cengage Learning. All rights reserved. Type of Membership Type of Power AlienativeCalculativeMoral Normative Utilitarian Coercive SOURCE: Adapted from Amitai Etzioni, Modern Organizations (Upper Saddle River, N. J.: Prentice-Hall, 1964), 59-61. Reprinted by permission of Pearson Education, Inc. Upper Saddle River, N.J. Beyond the Book: Etzioni’s Power Analysis

21. © 2011 Cengage Learning. All rights reserved. Kanter’s Symbols of Power Intercede for someone in trouble Obtain placements for favored employees Exceed budget limitations Procure above-average raises for employees Place items on meeting agendas Access to early information Have top managers seek out their opinion Common Theme: Doing things for others

22. Kanter’s Symbols of Powerlessness Key to overcoming powerlessness: share power and delegate decision making Top Executives budget cuts punishing behaviors top-down communications Managers assign external attribution - blame others or environment First-line Supervisors overly close supervision inflexible adherence to rules do job rather than train Staff Professionals resistance to change turf protection © 2011 Cengage Learning. All rights reserved.

23. Korda’s Power Symbols TimeFurnishingsAccess

24. © 2011 Cengage Learning. All rights reserved. Learning Outcome Define organizational politics and understand the role of political skill and major influence tactics. 5

25. © 2011 Cengage Learning. All rights reserved. Organizational Politics the use of power and influence in organizations

26. © 2011 Cengage Learning. All rights reserved. Political Behavior actions not officially sanctioned by an organization that are taken to influence others in order to meet one’s personal goals

27. © 2011 Cengage Learning. All rights reserved. Conditions Encouraging Political Activity Unclear goals Autocratic decision making Ambiguous lines of authority Scarce resources Uncertainty

28. © 2011 Cengage Learning. All rights reserved. 1. Which characteristics do you possess? Which do you need to work on? Ask a friend what characteristics you possess. 2. On the basis of the table, are you an effective political actor? Explain. 3. Can we assume that all of these characteristics are worth having? Personal Characteristics of Effective Political Actors: ArticulateSensitiveSocially adept CompetentPopularExtraverted Self-confidentAggressiveAmbitious Devious“Organization man or woman” Highly intelligentLogical Beyond the Book: Evaluate Your Political Potential

29. © 2011 Cengage Learning. All rights reserved. Influence Tactics

30. © 2011 Cengage Learning. All rights reserved. Influence Tactics

31. © 2011 Cengage Learning. All rights reserved. Influence Tactics

32. © 2011 Cengage Learning. All rights reserved. [Using Influence Tactics ] Develop and maintain open lines of communication in all directions Treat the targets of influence attempts with basic respect Understand that influence relationships are reciprocal Direct influence attempts towards organizational goals

33. © 2011 Cengage Learning. All rights reserved. Political Skill ability to get things done through positive interpersonal relationships outside the formal organization

34. © 2011 Cengage Learning. All rights reserved. Four Dimensions to Political Skill SincerityNetworking ability Social astuteness Interpersonal influence

35. © 2011 Cengage Learning. All rights reserved. Learning Outcome Identify ways to manage political behavior in organizations. 6

36. © 2011 Cengage Learning. All rights reserved. [Managing Political Behavior] Recognize it Open communication Clarify performance expectations Participative management Encourage cooperation among work groups Manage scarce resources well Provide a supportive organizational climate

37. Managing Up: The Boss © 2011 Cengage Learning. All rights reserved.

38. Managing Up: The Boss SOURCE: Reprinted by permission of Harvard Business Review. From “Managing Your Boss,” by J. J. Gabarro and J. P. Kotter, (May–June 1993): p. 155. Copyright © 1993 by the Harvard Business School Publishing Corporation; all rights reserved.

39. © 2011 Cengage Learning. All rights reserved. Empowerment creating conditions for heightened motivation through the development of a strong sense of personal self- efficacy

40. © 2011 Cengage Learning. All rights reserved. Four Dimensions of Empowerment Meaning Impact Self- determination Competence

41. © 2011 Cengage Learning. All rights reserved. [Guidelines for Empowering] Express confidence in employees and set high performance expectations Create opportunities for participative decision making Remove bureaucratic constraints that stifle autonomy Set inspirational and meaningful goals

42. Employee Empowerment Grid © 2011 Cengage Learning. All rights reserved.

43. A key element in Toyota’s quality control program is empowerment. Every employee on the assembly line has access to an andon cord. If they see any quality issues, no matter how small, they can pull the cord to pause production and have the issue resolved. Beyond the Book: Empowering Employees for Quality

44. © 2011 Cengage Learning. All rights reserved. Flash of Genius 1. This chapter defined power as “the ability to influence another person.” Who has power in this film scene? 2. The chapter distinguished influence from authority. What is the example of the use of authority in the scene? 3. Which interpersonal forms of power appear in this film scene? Draw examples of your choices from the scene.