1. Power and Political Behavior
Chapter 11 Nelson & Quick
Power and Political Behavior

2. Concept of Power Power - the ability to influence another person
Influence - the process of affecting the thoughts, behavior, & feelings of another person
Authority - the right to influence another person 2

3. Concept of Power
Zone of Indifference - the range in which attempts to influence a person will be perceived as legitimate & will be acted on without a great deal of thought
Zone of Indifference
Managers strive to expand the zone of indifference
Z o n e o f I n d i f f e r e n c e 3

4. Sources of Organizational Power: Interpersonal
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 4

5. 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” 5

6. Information Power
Information Power - access to and control over important information
Formal/informal position in communication network
Interpreting information when passing it on

7. 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? 6

8. Two Faces of Power Personal Power used for personal gain Social Power
used to create motivation
used to accomplish group goals 7

9. Successful Power Users
Have high need for social power
Approach relationships with a communal orientation
Focus on needs and interests of others
belief in the authority system
preference for
work & discipline
belief in justice
altruism 8

10. Sources of Organizational Power: Intergroup
Control of critical resources
Control of strategic contingencies - activities that other groups need to complete their tasks
Ways groups hold power over other groups
Ability to reduce uncertainty
High centrality - functionality central to organization’s success
Nonsubstitutability - group’s activities are difficult to replace 9

11. 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

12. 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

13. Etzioni’s Power Analysis
Type of Membership
Alienative
Calculative
Moral
Coercive
Type of Power
Utilitarian
Normative
SOURCE: Adapted from Amitai Etzioni, Modern Organizations (Upper “Saddle River, N. J.: Prentice-Hall, 1964), 59-61 10

14. Kanter’s Symbols of Power
Ability to intercede for someone in trouble
Ability to get placements for favored employees
Exceeding budget limitations
Procuring above-average raises for employees
Getting items on the agenda at meetings
Access to early information
Having top managers seek out their opinion 11

15. Kanter’s Symbols of Powerlessness
Top Executives
budget cuts
punishing behaviors
top-down communications
Staff Professionals
resistance to change
turf protection
Managers
assign external attribution blame others or environment
First-line Supervisors
overly close supervision
inflexible adherence to rules
do job rather than train
Key to overcoming powerlessness:
share power & delegate decision making 12

16. 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
Time
Access
Furnishings 13

17. Political Behavior in Organizations
Organizational Politics - the use of power and influence in organizations
Political Behavior - actions not officially sanctioned by an organization that are taken to influence others in order to meet one’s personal goals 14

18. Effective Political Characteristics
What characteristics do effective political actors possess? ? 15

19. Upward Influence: the boss
Influence Tactics
Consultation
Inspirational appeals
Rational persuasion
Ingratiation
Coalition
Exchange tactics
Upward appeals
Pressure
Upward Influence: the boss
Lateral Influence:
a coworker
Downward Influence:
an employee 16

20. 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 17

21. Assess Yourself and Your Needs
Managing Up: The Boss
Understand Your Boss and Her Context
Her goals and objectives
The pressures on her
Her strengths, weaknesses, blind spots
Her preferred work style
Assess Yourself and Your Needs
Your own strengths and weaknesses
Your personal style
Your predisposition toward dependence on authority figures

22. Managing Up: The Boss Develop and Maintain a Relationship that
Fits both your needs and styles
Is characterized by mutual expectations
Keeps your boss informed
Is based on dependability and honesty
Selectively uses your boss’s time and resources
SOURCE: Information on slides adapted and reprinted by permission of Harvard Business Review. From J. J. Gabarro and J. P. Kotter, “Managing Your Boss,” Harvard Business Review (January-February 1980): Copyright© 1980 by the Harvard Business School Publishing Corporation; all rights reserved. 20

23. Sharing Power: Empowerment
sharing power in such a way that individuals learn to believe in their ability to do the job! 21

24. Empowerment’s Dimensions
Meaning - fit between the work role and the employee’s values and beliefs
Competence - belief that one has the ability to do the job well
E2s
Self-determination - having control over the way one does one’s work
Impact - belief that one’s job makes a difference within the organization 22

25. 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 23

26. Employee Empowerment Grid
Implement Follow-up
Alt. Choice
Alt. Eval
Alt. Dev
Problem Id.
Point D
Mission Defining
Point E
Self-management
Point C
Participatory
Empowerment
Decision-Making Authority over Job Context
Point A
No Discretion
Point B
Task Setting
Alt. Choice
Implement Follow-up
Problem Id.
Alt. Dev
Alt. Eval
Decision-Making Authority over Job Content
Amitai Etzioni, Modern Organizations, 1964, pp Englewood Cliffs: Prentice Hall. 24

27. Using Power Effectively
Use power in ethical ways
Understand and use all of the various types of power and influence
Seek out jobs that allow you to develop your power skills
Use power tempered by maturity and self-control
Accept that influencing people is an important part of the management job 25