1. Learning Outcomes © 2009 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. © 2009 Cengage Learning. All rights reserved. Concepts 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

3. © 2009 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 Zone of Indifference Managers strive to expand the zone of indifference

4. © 2009 Cengage Learning. All rights reserved. Sources of Organizational 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 INTERPERSONAL

5. © 2009 Cengage Learning. All rights reserved. Sources of Organizational Power Referent Power – based on interpersonal attraction Expert Power – agent has knowledge target needs INTERPERSONAL

6. © 2009 Cengage Learning. All rights reserved. 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”

7. © 2009 Cengage Learning. All rights reserved. Sources of Organizational Power Control of critical resources Control of strategic contingencies – activities that other groups need to complete their tasks INTERGROUP

8. © 2009 Cengage Learning. All rights reserved. Sources of Organizational Power Ways groups hold power over other groups –Ability to cope with uncertainty –High degree of centrality - functionality central to organization’s success –Nonsubstitutability - group’s activities are indispensable INTERGROUP

9. © 2009 Cengage Learning. All rights reserved. Information Power access to and control over important information Formal/informal position in communication network Interpreting information when passing it on (the spin)

10. © 2009 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

11. © 2009 Cengage Learning. All rights reserved. Successful Power Users Have high need for social power Approach relationships with a communal orientation Focus on needs and interests of others belief in justice altruism belief in the authority system preference for work and discipline

12. © 2009 Cengage Learning. All rights reserved. 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 knowledge of belonging, doing the right thing

13. © 2009 Cengage Learning. All rights reserved. Power Analysis: A Broader View Organizational 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

14. © 2009 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

15. © 2009 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

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

17. © 2009 Cengage Learning. All rights reserved. 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

18. © 2009 Cengage Learning. All rights reserved. Korda’s Power Symbols Time Furnishings Size of desk Rectangular table Locked file cabinet Access Who has access to you? To whom do you have access?

19. © 2009 Cengage Learning. All rights reserved. Organizational Politics the use of power and influence in organizations

20. © 2009 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

21. © 2009 Cengage Learning. All rights reserved. Conditions Encouraging Political Activity Unclear goals Autocratic decision making Ambiguous lines of authority Scarce resources Uncertainty

22. © 2009 Cengage Learning. All rights reserved. Influence Tactics Upward Influence: the boss Downward Influence: an employee Lateral Influence: a coworker Consultation Inspirational appeals Rational persuasion Ingratiation Coalition Exchange tactics Upward appeals Pressure Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

23. © 2009 Cengage Learning. All rights reserved. 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. Information on slides 23-27 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): 132-140. Copyright © 1990 by the American Psychological Association. Reprinted with permission. INFLUENCE BY

24. © 2009 Cengage Learning. All rights reserved. [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

25. © 2009 Cengage Learning. All rights reserved. Empowerment Empowerment: sharing power in such a way that individuals learn to believe in their ability to do the job!

26. © 2009 Cengage Learning. All rights reserved. Empowerment’s Four Dimensions Meaning – fit between the work role and the employee’s values and beliefs Self-determination – having control over the way one does one’s work Impact – belief that one’s job makes a difference within the organization Competence – belief that one has the ability to do the job well E 2s

27. © 2009 Cengage Learning. All rights reserved. [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

28. © 2009 Cengage Learning. All rights reserved. Finkelstein: Why Executives Fail See themselves and their companies as dominant, without peers Have all the answers Eliminate those not 100% behind them Rely on what worked in the past No clear boundaries between personal interests and corporate interests