2. Kekuasaan dan Politik Chapter 14 Mata kuliah: J0754 - Pengelolaan Organisasi Entrepreneurial Dosen Pembuat: D3122 - Rudy Aryanto Tahun : 2009

3. Learning Objectives –Understand the difference between power and authority –Describe five interpersonal power bases –Discuss how subunits within an organization acquire and use power –Identify impression management tactics –Identify the reasons perceived authority can influence a person’s behavior

4. Personal Power of Great Leaders Great leaders make things happen by utilizing four types of personal power –Communicating their visions to others –Overcoming resistance to change –Mobilizing resources in the required direction –Managing their own ambitions so they don’t lose perspective

5. Personal Power of Great Leaders Power is a pervasive part of organizational life –Getting things done requires it A person’s ability to use or react to power is determined by –Understanding power –Knowing how and when to use it –Being able to anticipate its effects

6. Power and Authority Power –The ability to get others to do what one wants them to do –Involves a relationship between two or more people –Cannot be forced on people

7. Power and Authority Power sharing –Unless some power is shared, productivity, quality, and customer satisfaction won’t be maximized –Takes time to implement

8. Power and Authority Authority –The formal power a person holds because of his or her position in the organizational hierarchy Characteristics –It is vested in a person’s position –It is accepted by subordinates –It is used from the top down in an organization

9. Bases of Power Interpersonal Structural Situational

10. Interpersonal Power LegitimateA person’s ability to influence others by being in a more powerful position Reward A person’s ability to reward the behavior of others Coercive Capability to punish followers for noncompliance Expert The power to influence others based on special expertise Referent Power based on charisma

11. Need for Power (nPow) A desire to influence others –Strong action, by giving help or advice, or by controlling someone –Action that produces emotion in others –A concern for reputation

12. Structural and Situational Power Organizational structure creates formal power and authority –Specifies individuals to perform specific jobs and make certain decisions Other forms of structural power exist because of –Resources –Decision-making power –Information power

13. Resource Power Individuals have open channels to resources –Resources are allocated downward –Limited resources and labor cause a dependency relationship To ensure compliance with goals –Resources are allocated on the basis of performance and compliance To improve performance –Lower-level managers must have adequate power and resources to control their destinies

14. Decision-Making Power The degree to which individuals or subunits can affect decision making –It determines their level of power A person or subunit with decision making power can influence –How decision-making occurs –What alternatives are considered –When a decision is made

15. Information Power Having access to relevant and important information gives power –Information is the basis for making effective decisions –Those who possess the information have power A person’s power may be weakened by sharing too much information

16. Upward Flow of Power A person exerting power upward has personal power, but no authority Manipulative Persuasion A person’s direct attempt to disguise the true persuasion objective The hidden agenda ploy Manipulative Persuasion A person’s direct attempt to disguise the true persuasion objective The hidden agenda ploy Manipulation The form of influence in which both the objective and the attempt are concealed Manipulation The form of influence in which both the objective and the attempt are concealed

17. Interdepartmental Power Strategic contingency –An event or activity that is important to accomplishing organizational goals –Focuses on subunit power The power differential between subunits is influenced by the… –Ability to cope with uncertainty –Centrality of the subunit –Substitutability of the subunit

18. Interdepartmental Power Coping with uncertainty Coping with uncertainty Centrality Substitutability Power acquired by subunit and power differentials Power acquired by subunit and power differentials Preventing market share decline by product development Providing accurate future-based predictions Absorbing problems from other units Being in an urgent or immediacy position Located at center of work flow Possessing needed skills or expertise Possessing only talents that are available to complete job

19. Coping With Uncertainty Copying with uncertainty activities –Prevention –Information –Absorption

20. Centrality Subunits most central to the flow of work acquire power –A subunit that can affect other subunits has some degree of centrality and power A subunit also possesses power if its activities have a more immediate impact than those of other subunits –The higher the pervasiveness and immediacy of the work flow of a subunit, the greater its power

21. Substitutability Refers to other subunits’ ability to perform activities of a particular subunit –The lower the substitutability of a subunit, the greater its power –A subunit can increase its power by assuming responsibility for activities critical to the organization

22. Obedience to Authority Exercising power in an authoritative way isn’t the only way power can be exerted –Power is often exerted by individuals who have only minimum or no actual power –An individual may be able to influence others simply because he or she is perceived to have power

23. Potential Strategies and Tactics Individuals and subunits continually engage in political behavior –Outside the legitimate, recognized power system –Designed to benefit an individual or subunit, often at the expense of the organization –Intentional and designed to acquire and maintain power Political behavior often sidetracks the formal power that exists in an organization

24. Potential Strategies and Tactics Common political tactics –Rule evasion: evading the organization’s formal procedures. –Personal-political: using friendships to facilitate or inhibit processes and procedures. –Educational: attempting to persuade others to think like a particular subunit. –Organizational: attempting to change the formal or informal interaction patterns between subunits

25. Impression Management Behaviors individuals use to… –Preserve their self-image –Influence the ways in which others perceive them –Create a favorable impression with important others in the workplace

26. Impression Management Tactics Self-Presentation Smiling Making eye contact Positive tone of voice Appropriate dress High level of energy Self-Presentation Smiling Making eye contact Positive tone of voice Appropriate dress High level of energy Other-Enhancement Doing favors for others Using flattery Showing interest in others Being an active listener Agreeing with others’ opinions Other-Enhancement Doing favors for others Using flattery Showing interest in others Being an active listener Agreeing with others’ opinions

27. Playing Politics Political games –Insurgency –Counter-insurgency –Sponsorship –Coalition-building –Line versus staff –Whistle-blowing

28. Ethics, Power, and Politics Managers confront ethical dilemmas in their jobs because they frequently use power and politics to accomplish their goals. Each manager, therefore, has an ethical responsibility.

29. Ethics, Power, and Politics A manager’s behavior must satisfy certain criteria to be considered ethical –Utilitarian Outcomes –Individual Rights –Distributive Justice

30. Ethics, Power, and Politics Utilitarian Outcomes –The manager’s behavior results in the optimal satisfaction of people both inside and outside the organization –It results in the greatest good for the greatest number of people

31. Ethics, Power, and Politics Individual Rights –The manager’s behavior respects the basic human rights of all affected parties Free consent Free speech Freedom of conscience Privacy Due process

32. Ethics, Power, and Politics Distributive Justice –The manager’s behavior respects the rules of justice –It treats people equitable and fairly, not arbitrarily