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POWER AND
POSITION
ARISE ROBY
Suggested topics
Describe a time when you had to deal with “organizational politics”.
Describe a situation where you saw evidence of power or influence being used in an organization
Describe a time when someone influenced you to act a particular way or do a particular thing that you would not of otherwise done.
ARISE ROBY
PowerEmpowerment
How to get itHow to use it
…without abusing it
ARISE ROBY
Definition
A “four letter word”? Influence? Control over others? Being able to get things done? ??????
ARISE ROBY
A shifting definition…
Reflects the new “reality” of organizations A new definition of “employee”
Southland Times, New Zealand
The Meaning of Power Power is the capacity of a person, team, or organization to influence others.
– The potential to influence others– People have power they don’t use
and may not know they possess– Power requires one person’s
perception of dependence on another person
ARISE ROBY
Why does having power matter?
With power you can… Intercede favorably on behalf of someone in trouble Get a desirable placement for a talented subordinate Get approval for expenditures beyond the budget Get items on and off agendas Get fast access to decision makers Maintain regular, frequent contact with decision
makers Acquire early information about decisions and policy
shifts
ARISE ROBY
The goal?
Overcome feelings of powerlessness Convert power effectively into interpersonal
influences in ways that avoid the abuse of power
To empower yourself
To facilitate the empowerment of others
ARISE ROBY
Relationship Among Social Influence, Power, and Politics
Organizationalpolitics
Use of power forpersonal interests
Capacity toexert influence
Social influence
Unsuccessful
Successful
Power
Power and Dependence
PersonA
PersonB’s Goals
PersonB
Person B’s counterpower over Person
A
Person A’s power over Person B
ARISE ROBY
Types of Individual Power: A Summary
Position Power
• Legitimate power• Reward power• Coercive power
Individual Power
Personal Power• Referent power• Expert power
Model of Power in Organizations
Powerover Others
ContingenciesOf Power
SourcesOf Power
LegitimateRewardCoerciveExpert
Referent
ARISE ROBY
Legitimate Power
One’s structural position The power a person receives as a result of
his or her position in the formal hierarchy of an organization
The Limits of Legitimate Power
The Caine Mutiny illustrates the limits of legitimate power in organizations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny.
Archive Photos
ARISE ROBY
Reward and Coercive Power
Power that achieves compliance based on the ability to distribute rewards that others view as valuable
Coercive Power: the opposite of reward power: the power that is based on fear of negative results.
Sources of Power
Archive Photos
Legitimate Power
Reward Power
Coercive Power
Expert Power
Referent Power
ARISE ROBY
Expert Power
Influence is based on special skills or knowledge
ARISE ROBY
Referent Power
Influence is based on possession by an individual of desirable resources or personal traits
The desire to please…
Information and Power Control over information flow
– Based on legitimate power– Relates to formal communication network– Common in centralized structures (wheel pattern)
Coping with uncertainty – Those who know how to cope with organizational
uncertainties gain power» Prevention» Forecasting» Absorption
Contingencies of Power
ContingenciesOf Power
Powerover others
SourcesOf Power
SubstitutabilityCentralityDiscretionVisibility
IncreasingNonsubstitutability
ControllingTasks
ControllingKnowledge
Differentiation
ControllingLabour
Increasing Nonsubstitutability
Commitment
Consequences of Power
RewardPower
Legitimate Power
CoercivePower
ExpertPower
ReferentPower
Resistance
Compliance
Sources of Power Consequences
of Power
Sexual Harassment and Power
Harasser stereotypes the victim as subservient and powerless
Harasser threatens job security or safety through coercive or legitimate power
Hostile work environment harassment continues when the victim lacks power to stop the behaviour
Office Romance and Power
Co-workers believe that employees in relationships abuse their power to favour each other.
Higher risk of sexual harassment when relationship breaks off.
Organizational Politics
Attempts to influence others using discretionary behaviours to promote personal objectives– Discretionary behaviours — neither explicitly
prescribed nor prohibited
Politics may be good or bad for the organization
ARISE ROBY
Organizational Politics: More Likely at the Top
Ext
ent t
o W
hich
Pol
itica
l Act
ivity
is L
ikel
y (r
ange
0-3
)
Production andblue collar
Clerical andwhite collar
Technical andprofessional
Lowermanagement
Middlemanagement
Uppermanagement
1.3
1.2
1.1
1.0
.9
.8
.7
.6
.5
.4
.3
.2
.1
Organizational Level
(.18)
(.50)(.54)
(.73)
(1.07)
(1.22)Political activityis perceived to
increase at higherorganizational levels
Types ofOrganizational
Politics
Managingimpressions
Attacking andblaming
Creatingobligations
Cultivatingnetworks
Types of Organizational Politics
Controllinginformation
Formingcoalitions
ARISE ROBY
Impression management Conformity: agreeing with another’s opinion to get their
approval Excuses: Explanations of a predicament-creating event aimed at
minimizing the apparent severity of the predicament Apologies: Admitting responsibility for an undesirable event and
simultaneously seeking to get a pardon for the action Acclamations: Explanation of favourable events to maximize the
desirable implications for oneself. Flattery: Complimenting others on their virtues in an effort to
make oneself appear perceptive and likeable Favours: Doing something nice for someone to gain that
person’s approval Association: Enhancing or protecting one’s image by managing
information about people and things with which one is associated.
ARISE ROBY
Types ofOrganizational
Politics
Attacking andblaming
Creatingobligations
Cultivatingnetworks
Controllinginformation
Formingcoalitions
It was John’s fault
I thought you
knew…
We agreed that…
Look who I know…
You scratch my
back…
ConditionsSupporting
Organizational Politics
ScarceResources
Complex andAmbiguousDecisions
PersonalCharacteristics
Tolerance ofPolitics
Conditions for Organizational Politics
ConditionsSupporting
Organizational Politics
ScarceResources
Complex andAmbiguousDecisions
PersonalCharacteristics
Tolerance ofPolitics
Conditions for Organizational Politics
Deceit is appropriate
Zero-sum rewards
Internal locus of control
Perceived alternatives?
It works hereDemocratic
decision making
ARISE ROBY
Political Antics Top the “Most Unethical List”: Survey Results
Gender discriminationin recruitment or hiring
Arrangements with vendorsleading to personal gainNonperformance factors
used in appraisalsGender discrimination
in compensationNot maintaining
confidentialityUsing discipline
inconsistentlyGender discrimination
in promotionSexual
harassmentAllowing differences in pay
due to friendshipsHiring, training, or promoting
based on favouritism
0 5 10 15 20 25 30 35
Situation
Percentage Responding with a 4 or 5 on a five-Point ScaleMeasuring Degree of Seriousness (where 5=“very great”)
(22.6)
(23.1)
(23.5)
(25.8)
(26.4)
(26.9)
(26.9)
(28.4)
(30.7)
(30.7)
Potentiallypolitical
behaviours
Controlling Political Behaviour
Peer PressureAgainst Politics
RemovePolitical Norms
Free FlowingInformation
Manage ChangeEffectively
ProvideSufficient
Resources
IntroduceClear Rules
HireLow-PoliticsEmployees
IncreaseOpportunitiesfor Dialogue