Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10 C H
A
P
T
E
R
Organizational Power
and Politics
?DISTINGUISH between the terms influence and power,
?IDENTIFY five interpersonal power bases,
?DESCRIBE three forms of structural power,
?DISCUSS the concepts of powerlessness and empowerment,
?IDENTIFY the contingencies that influence subunit power,
?EXPLAIN what is meant by the term illusion of power,
?DESCRIBE several frequently used influence tactics,
?DISCUSS the criteria for determining ethical behavior,
?IDENTIFY the considerations involved in using power
effectively,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-3
? Relationship between two
people
? The potential to influence,
? Capability to get someone
to do something,
? Symmetrical
? Equal power
? Asymmetrical
? Unequal power
The Concept of Power
? Relationship between
two people
? Induce someone to
behave in a certain way,
? The exercise of power
? Power in action
? Obtaining power
? Maintaining power
? Using power
POWER INFLUENCE
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-4
Sources or Bases of Power
Legitimate Power
? Ability to influence due to
position held in an
organization
? Position power or
authority
? Invested in a person’s
position
? Accepted by subordinates
? Authority used vertically
Employee’s Zone
of Indifference
Low Acceptability
High Acceptability
ORDERS
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-5
Sources or Bases of Power
Reward Power
? Ability to reward a
follower for compliance
? Used to back up
legitimate power
Coercive Power
? Ability to punish
? Followers may comply
out of fear
Expert Power
? Ability to influence by
possessing special and
valued expertise
? Personal characteristics
Referent Power
? Ability to influence due
to charisma
? Related to personality or
behavioral style
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-6
Categories of Sources of Power
Manager’s
Sources of
Power
Personal
Expert and
Referent
Organizational
Legitimate,Reward,
and Coercive
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-7
Structural Power
?Results from the nature of
the organizational social
system
?Control mechanism by
which an organization is
governed
?Decision-making discretion
allocated to various positions
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-8
Forms of Structural Power
?Resources
?Access to resources,information,
and support
?Ability to get cooperation in
doing necessary work
?Decision-Making Power
?Information Power
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-9
Power and Powerlessness
Organizational situations dictate
the degree of power through,
?Granting control over resources
?Degree to which individuals can
affect decision-making
?Access to relevant and important
knowledge information
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-10
Empowerment,Creating a
“Culture of Contribution”
Empowerment
A process of enhancing feelings of
self-efficacy through,
?Identifying conditions that foster
powerlessness
?Removing such conditions by both
formal and informal practices
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-11
Subunit or Interdepartmental Power
Coping with uncertainty
? Power to the most
capable subunits
? Coping Activities
? Coping by prevention
? Coping by information
? Coping by absorption
Centrality
? Subunits most
central to the work
flow
Substitutability
? Ability of a subunit
to perform activities
of another
Strategic Contingencies
An event that is extremely important for
accomplishing organizational goals,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-12
Illusion of
Power
Illusion of Power
? Possessing little
real power
? Use the appearance
of power to get
things done
Power
? Possessing vast
amounts of power
? Use actual power
sources to get things
done
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-13
Political-Oriented Behavior
? Usually outside the
legitimate,recognized
power system
? Designed to benefit and
individual or subunit,
often at the
organization’s expense
? Intentional and is
designed to acquire and
maintain power
Displaces
Power
Political
Behavior
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-14
Political Influence Tactics
To influence the perceptions or
behaviors of others,
Nine Common Tactics
?Pressure tactics
?Legitimating
?Personal appeals
?Exchange tactics
?Consultation
?Rational persuasion
?Inspirational appeals
?Ingratiating tactics
?Coalition tactics
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-15
Political Influence Tactics
and Their Outcomes
?Pressure tactics
?Legitimating
?Personal appeals
?Exchange tactics
?Consultation
?Rational persuasion
?Inspirational appeals
?Ingratiating tactics
?Coalition tactics
Possible Outcomes
Commitment Compliance Resistance
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-16
Impression Management
Actions taken to control the impressions
that others form of them,
?Self-handicapping
? Actions taken in
advance of an
outcome designed to
provide an excuse or
a credit
?Self-promotion
?Flattering
?Providing excuses
?Admitting
responsibility
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-17
Ethics,Power,and Politics
Behavior must satisfy certain criteria
to be considered ethical,
Criterion of utilitarian outcomes
?Greatest good for greatest number
Criterion of individual rights
?Respects basic human rights
Criterion of distributive justice
?Respects the rules of justice
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-18
Several Considerations
?Recognize the multiple interests at work
?Know others’ positions on issues
?Know where power comes from and how to
nurture it
?Recognize power strategies and tactics
? Importance of timing
? Use of organizational structure
? Various forms of interpersonal power
Using Power to Manage Effectively
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10 C H
A
P
T
E
R
Organizational Power
and Politics
?DISTINGUISH between the terms influence and power,
?IDENTIFY five interpersonal power bases,
?DESCRIBE three forms of structural power,
?DISCUSS the concepts of powerlessness and empowerment,
?IDENTIFY the contingencies that influence subunit power,
?EXPLAIN what is meant by the term illusion of power,
?DESCRIBE several frequently used influence tactics,
?DISCUSS the criteria for determining ethical behavior,
?IDENTIFY the considerations involved in using power
effectively,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-3
? Relationship between two
people
? The potential to influence,
? Capability to get someone
to do something,
? Symmetrical
? Equal power
? Asymmetrical
? Unequal power
The Concept of Power
? Relationship between
two people
? Induce someone to
behave in a certain way,
? The exercise of power
? Power in action
? Obtaining power
? Maintaining power
? Using power
POWER INFLUENCE
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-4
Sources or Bases of Power
Legitimate Power
? Ability to influence due to
position held in an
organization
? Position power or
authority
? Invested in a person’s
position
? Accepted by subordinates
? Authority used vertically
Employee’s Zone
of Indifference
Low Acceptability
High Acceptability
ORDERS
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-5
Sources or Bases of Power
Reward Power
? Ability to reward a
follower for compliance
? Used to back up
legitimate power
Coercive Power
? Ability to punish
? Followers may comply
out of fear
Expert Power
? Ability to influence by
possessing special and
valued expertise
? Personal characteristics
Referent Power
? Ability to influence due
to charisma
? Related to personality or
behavioral style
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-6
Categories of Sources of Power
Manager’s
Sources of
Power
Personal
Expert and
Referent
Organizational
Legitimate,Reward,
and Coercive
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-7
Structural Power
?Results from the nature of
the organizational social
system
?Control mechanism by
which an organization is
governed
?Decision-making discretion
allocated to various positions
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-8
Forms of Structural Power
?Resources
?Access to resources,information,
and support
?Ability to get cooperation in
doing necessary work
?Decision-Making Power
?Information Power
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-9
Power and Powerlessness
Organizational situations dictate
the degree of power through,
?Granting control over resources
?Degree to which individuals can
affect decision-making
?Access to relevant and important
knowledge information
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-10
Empowerment,Creating a
“Culture of Contribution”
Empowerment
A process of enhancing feelings of
self-efficacy through,
?Identifying conditions that foster
powerlessness
?Removing such conditions by both
formal and informal practices
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-11
Subunit or Interdepartmental Power
Coping with uncertainty
? Power to the most
capable subunits
? Coping Activities
? Coping by prevention
? Coping by information
? Coping by absorption
Centrality
? Subunits most
central to the work
flow
Substitutability
? Ability of a subunit
to perform activities
of another
Strategic Contingencies
An event that is extremely important for
accomplishing organizational goals,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-12
Illusion of
Power
Illusion of Power
? Possessing little
real power
? Use the appearance
of power to get
things done
Power
? Possessing vast
amounts of power
? Use actual power
sources to get things
done
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-13
Political-Oriented Behavior
? Usually outside the
legitimate,recognized
power system
? Designed to benefit and
individual or subunit,
often at the
organization’s expense
? Intentional and is
designed to acquire and
maintain power
Displaces
Power
Political
Behavior
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-14
Political Influence Tactics
To influence the perceptions or
behaviors of others,
Nine Common Tactics
?Pressure tactics
?Legitimating
?Personal appeals
?Exchange tactics
?Consultation
?Rational persuasion
?Inspirational appeals
?Ingratiating tactics
?Coalition tactics
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-15
Political Influence Tactics
and Their Outcomes
?Pressure tactics
?Legitimating
?Personal appeals
?Exchange tactics
?Consultation
?Rational persuasion
?Inspirational appeals
?Ingratiating tactics
?Coalition tactics
Possible Outcomes
Commitment Compliance Resistance
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-16
Impression Management
Actions taken to control the impressions
that others form of them,
?Self-handicapping
? Actions taken in
advance of an
outcome designed to
provide an excuse or
a credit
?Self-promotion
?Flattering
?Providing excuses
?Admitting
responsibility
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-17
Ethics,Power,and Politics
Behavior must satisfy certain criteria
to be considered ethical,
Criterion of utilitarian outcomes
?Greatest good for greatest number
Criterion of individual rights
?Respects basic human rights
Criterion of distributive justice
?Respects the rules of justice
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
10-18
Several Considerations
?Recognize the multiple interests at work
?Know others’ positions on issues
?Know where power comes from and how to
nurture it
?Recognize power strategies and tactics
? Importance of timing
? Use of organizational structure
? Various forms of interpersonal power
Using Power to Manage Effectively
