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Managing with Power and Politics
One Minute Memo
Culture and Control at KP Danger of inequitable rewarding of behavior?
How to build incentives to get out of danger?
Should perf. appraisals mirror desired culture and
controls? Cultural diversity and organizational behavior?
Successful culture changes?
Injuries from prison study?
Asch findings: less than 25% stick to their guns
Has the Internet boom/bust caused more thought aboutdownside of growth?
Formalize participation?
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Managing with Power and Politics
Open Systems Model
InputsTransformation
ProcessesOutputs
Interactionsof:
Structure
Culture
Tasks
Individuals
Environment
Resources
Individual
behavior
Group
behavior
Organizational
functioning
Strategy
Feedback
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Managing with Power and Politics
Power is Americas last dirty word...
People who have it deny it; peoplewho want it do not want to appearhungry for it; and people who engage
in it do so secretly.
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Managing with Power and Politics
Politics is basically a negative process.If I told you that you were a verypolitical person, you would take iteither as an insult or at best as a mixed
blessing.
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Managing with Power and Politics
What is Power?
The ability of one person to affect the
behavior of someone else in a desired way
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Managing with Power and Politics
Organizational Politics
Activities taken within organizations toacquire, develop, and use power and other
resources to obtain ones preferred outcomes
in a situation where there is uncertainty or alack of consensus
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Managing with Power and Politics
Rational vs. Political Models ofOrganization
Organizational
CharacteristicRational Model Political Model
Goals, preference Consistent across
participants
Inconsistent, pluralistic within the
organization
Power and control Centralized Decentralized, shifting coalitions
and interest groupsDecision process Orderly, logical, rational Disorderly, characterized by push
and pull of interests
Rules and norms Norm of optimizing Free play of market forces; conflict
is legitimate and expected
Information Extensive, systematic,
accurate
Ambiguous; information used and
withheld strategically
Beliefs about cause-
effect relationships
Known, at least to a
probability estimate
Disagreements about causes and
effects
Decisions Based on outcome-
maximizing choice
Result of bargaining and interplay
among interests
Ideology
Efficiency and
effectiveness Struggle, conflict, winners and losers
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Managing with Power and Politics
Strategic Contingencies ThatInfluence Horizontal Power Among
Departments
De e e cy
i a cial eso rces
e trality
o s stit ta ility
o i g it
U certai ty
De artme t o er
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Managing with Power and Politics
Power and Political Tactics in
Organizations
1. Enter areas of high uncertainty
2. Create dependencies
3. Provide resources
4. Satisfy strategic contingencies
1. Build coalitions
2. Expand networks
3. Control decision premises
4. Enhance legitimacy and expertise
5. Make preferences explicit, but
keep power implicit
Tactics for I creasi g t e o er
ase
olitical Tactics for
Usi g o er
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Managing with Power and Politics
CHARACTERI TIC DESCRI TI
Criticality
le i ility
Visi ility
Releva ce
Im act o tasks erforme i a ork flo
Amo t of iscretio veste i a ositio
Degree to ic task erforma ce is see
y i fl e tial eo le i t e orga izatio
Alig me t of assig e tasks a
orga izatio al riorities
Determinants of Position Power
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Managing with Power and Politics
Factors Influencing Political Behavior
I ivi ual factors
Perso ality
Orga izatio al i vestme t
Perceive jo alter atives
Expectatio s of success
Orga izatio al factors
U certai ty
Scarce resources
I ter epe e ce
Low trust
Am iguity U clear evaluatio system
Zero-sum rewar practices
Participative ecisio
maki g
Hig performa ce pressures
Self-servi g se ior ma agers
P
olitical e avior
Low Hig
Favora le
outcomey Rewar s
y Averte
punis ments
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Managing with Power and Politics
Turning Barriers into Points of
LeverageBarriers LeverageCorporate cutting funds MDC Focus: increase ROA
Does not fit USMG charitystarts at home mission Freedom to define mission
Clendenin is low in Serving others and
hierarchy controlling others
MDC staffed with misfits High commitment to
Clendenin
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Managing with Power and Politics
Social Network =A set of nodes (e.g., persons,
organizations) linked by a set of
social relationships (e.g.,friendship, transfer of funds,
etc.)
All Organizations are Social
Networks
UnderlyingAssumption:T
he actions of actorsin organizations can be
explained in terms of their
position in the social
network.
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Managing with Power and Politics
Effects of Networking Career over time
Pay
Promotions
Adaptation to new situations
Effectiveness
Health
Happiness
Organizational effects
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Managing with Power and Politics
Boundary ofFirm
Sales and
Customer Service
Alliance wit
a major customer
anufacturing
Ot er alliance
(e.g. R& D)
EngineeringProduct development
(Cross functional team)
Alliance wit
major supplier
Alliance wit
sub-contractors
Departments, units and external ties
can be depicted as a social network:
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Managing with Power and Politics
Network
Centrality
How close an actor is to the other
actors in the network.
DensityThe proportion of ties that are
actually present in the network.
Structural
Hole
The lack of a relationship
between two contacts who are
tied to a third actor.
RedundancyTies that duplicate to the samesources of information and
resources. Tie A is redundant with
Tie B.
The Structure of Social Networks
Density = 0.5 (3/6)
Marketing
Mgr.
Sales
Production
Mgr.
A
B
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Managing with Power and Politics
Manager
Manager
Prototypical Examples: Clique Network vs.Prototypical Examples: Clique Network vs.Entrepreneurial NetworkEntrepreneurial Network
Clique Network
Entrepreneurial Network
Ties sustain one another Actors equally central
High density
Creates social support No structural holes
Minimal access to newinformation
High redundancy
Ties sustained by
manager
Manager is mostly central
Low density
Manager adds value as
essential bridge
Many structural holes
Access to diverse
information
Little or no redundancy
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Managing with Power and Politics
Strong and Weak Ties Stratified
Jumping networks
Strength of weak ties
Underutilized strategy
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Managing with Power and Politics
Influence Tactics
Reason: use of facts, data, or logic
Values: appeal to personal or general principles
Emotion: appeal to targets feelings
Bargaining: exchange of resources or favors
Ingratiation: humbleness, flattery or friendliness
Coercion: forceful demands or threats
Sanctions: use of rewards or punishment
Coalition: getting support from others
Higher authority: getting support from superiors
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Managing with Power and Politics
Ways to Create Power
Develop and nurture a network of
connections, especially with powerful allies
Manage your public image
Understand how power is distributed and
executed within the organization
Choose appropriate tactics of influence Build coalitions
Know how to sell important issues
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Managing with Power and Politics
Effective Organizational Politicians
Understand how power is distributed and howpolitics operate within their organization
Understand the priorities & perspectives of
different parties and adapt their behavioraccordingly
Consciously work on maintaining a positive image
Use a wide range of power bases and influencetactics, and know when to use which ones
Have a clear set of ethical standards to guide their
political behavior
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Managing with Power and Politics
To say a leader is preoccupiedwit
power is like saying t at a tennis player is
preoccupiedwit making s ots is
opponent cannot return. Of course
leaders are preoccupiedwit power! Thesignificant questions are: What means do
they use to gain it? Howdo they exercise
it? To what ends do they exercise it?
John ardner
On Leadership, 990
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Managing with Power and Politics
Factors Contributing to aSense of Powerlessness
OrganizationLevel Factors
Significant organizational changes that are not explained
Control by rules
High level of centralization
Restricted access to networks and opportunities
Managerial Level Factors
Authoritarian Leadership Style
Lack of explanation of rationale for action
JobLevel Factors
Lack of role clarity
Lack of training
Limited ability to participate in decisions
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Managing with Power and Politics
Behave in more authoritarian ways
Place more restrictions on those working for
them Hold back talented employees (presumably
because they are threatened)
Be less well-liked by employees and bosses
Use more coercive power
Foster lower group morale
People low in power may tend to::
(Kanter, 1977)
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Managing with Power and Politics
Take Home Points Understand organizational barriers and how
to overcome them
The importance of leverage and networks in
power relations
Influence strategies
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Managing with Power and Politics
For Saturday Two readings
Slade and The Team that Wasnt
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Managing with Power and Politics
One Minute Memo What were the main points you got out of
class today?
What did you find unclear or difficult tounderstand?
Any comments or suggestions about thematerial, the class, the instructor, others?
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Managing with Power and Politics
When ManagersInfluenced
Superiors*
When ManagersInfluenced
Subordinates
Most Popular
Reason Reason
Coalition Assertiveness
Friendliness Friendliness
Bargaining Coalition
Assertiveness Bargaining
Higher authority Higher authority
Sanctions
Least Popular
Usage of Power Tactics: From Most to LeastUsage of Power Tactics: From Most to LeastPopularPopular
* Sanctions is omitted in the scale that measures upward influence.
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Managing with Power and Politics
Dirty Politics:
In the Eyes of the BeholderDirty Politics
Kissing up
Apple-polishing
Coopting
Coalitionbuilding
Scheming
Covering your rear
Creating conflict
Blaming others
Effective Management
Positive reinforcement
Demonstrating loyalty
Negotiating
Facilitating teamwork
Planning ahead
Documenting
Encouraging change
Fixing responsibility
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Managing with Power and Politics
Tactics Description Example
Behavioral matching The target of perception matches
his or her behavior to that of theperceiver.
A subordinate tries to imitate her
boss's behavior by being modestand soft-spoken because her boss
is modest and soft-spoken.
Self-promotion The target tries to present herself
or himself in as positive a light as
possible
A worker reminds his boss about
his past accomplishments and
associates with coworkers who
are evaluated highly
Conforming to situational
norms
The target follows agreed-upon
rules for behavior in the
organization.
A worker stays late every night
even if she has completed all of
her assignments because staying
late is one of the norms of her
organization.
Appreciating or flattering
others
The target compliments the
perceiver. This tactic works best
when flattery is not extreme and
when it involves a dimension
important to the perceiver.
A coworker compliments a
manager on his excellent
handling of a troublesome
employee.
Being consistent The target's beliefs and behaviorsare consistent. There is
agreement between the target's
verbal and nonverbal behaviors.
A subordinate whose views ondiversity are well known flatters
her boss for her handling of a
conflict between two coworkers of
different racial backgrounds.
When speaking to her boss, the
target looks her boss straight in
the eye and has a sincere
expression on her face.
Impression Management TacticsImpression Management Tactics
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Managing with Power and Politics
INFL ENCE
STRATEGY
WHEN TO SE IT POSSIBLE
AD ANTAGES
POSSIBLE
DISAD ANTAGES
POSSIBLE
COMPLAINTS
Retribution y Une ual power, in
influencer's favor
y Commitment and
uality not
important
y Tight time
constraints
y Serious violation
y Issue not important
to target
y If issue is
important,
retribution not
likely
y Specific,
unambiguous
re uest
y Resistance to
re uest is likely
y Quick, direct
action
y Stifles commitment,
creativity
y Insecurity of boss
y Engenders
resentment
y Must increase
seriousness of threats
to maintain pressure
y Violation of
rights
y Ethical
violations
Comparisons Among Influence StrategiesComparisons Among Influence Strategies
(Retribution)(Retribution)
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Managing with Power and Politics
Examples of Influence StrategiesExamples of Influence Strategies
(Retribution)(Retribution)
RETRIBUTION (COERCIONAND INTIMIDATION)
General form: If youdont do X, youwill regret it!
Threat: If youdo not comply, I will punish you.
Social pressure: Others in your grouphave agreed; whats your decision?
Had enough? I will stopnagging you if you comply.Perceived scarcity
and time pressure: If youdont act now, youll lose this opportunity/cause
problems for others.
Avoid causing pain
to others: If youdont agree, other will be hurt/disadvantaged.
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Managing with Power and Politics
INFLUENCE
STRATEGY
WHENTO USE IT POSSIBLE
ADVANTAGES
POSSIBLE
DISADVANTAGES
POSSIBLE
COMPLAINTS
Reciprocity y Parties mutually
dependent
y Eachparty has
resources valuedby
othery Adequate time for
negotiating
y Established
exchange norms
exist
y Parties viewed as
trustworthy
y Commitment tobroad goals and
values not critical
y Needs are specific
and short-term
y Low incidence
of resentment
y Justification for
request
required
y Engenders
instrumental view of
work (expectation of
specific rewards for
specific rewards forspecific actions)
y Encourages people to
feel that the terms of
assignments are open
for negotiation
y Unfairness,
dashed
expectations,
manipulation
Comparisons Among Influence StrategiesComparisons Among Influence Strategies
(Reciprocity)(Reciprocity)
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Managing with Power and Politics
Examples of Influence StrategiesExamples of Influence Strategies
(Reciprocity)(Reciprocity)
RECIPROCITY (EXCHANGEAND INTEGRATION)
General form: If youdont do X, youwill receive Y!
Promise: If you comply, I will reward you.
Esteem: People you value will thinkbetter (worse) of you if youdo
(do not) comply.
Pregiving: I will do something you like for you; thenwill youdo this
for me?
Obligation: You owe me compliance because ofpast favors.
(Even though I implied there wouldbe no future obligation.)
Reciprocal I have lowered my initial offer/price, andnow I expect you
compromise: to reciprocate
(no matter howunreasonable my initial positionwas).
Escalation of
commitment: Im only interested in a small commitment. (But Ill be
back later for more.)
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Managing with Power and Politics
Comparisons Among Influence StrategiesComparisons Among Influence Strategies
(Reason)(Reason)
INFLUENCE
STRATEGY
WHEN TO USE IT POSSIBLE
ADVANTAGES
POSSIBLE
DISADVANTAGES
POSSIBLE
COMPLAINTS
Reason y Ade uate time for
extensive discussion
y Common
goals/values
y Parties share
mutual
respect/credibility
y Parties share
ongoing
relationship
y Need for
surveillance
enhanced
y Considerable time
re uired to build
trust (time increases
as number of people
increases)
y Re uires common
goals and values
y Difference of
opinions,
conflicting
perceptions of
priorities
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Managing with Power and Politics
REASON (PERSUASIONBASEDONFACTS, NEEDS,ORPERSONAL VALUES)
General form: I want you to do X, because its consistent with/good for/
necessary to . . .
Evidence: These facts/experts opinions demonstrate the merits of my
position/request.Need: This is what I need; will youhelp out?
Goal attainment: Compliance will enable you you reach a personally
important objective.
Value congruence: This action is consistent with your commitment to X.
Ability: This endeavor wouldbe enhanced ifwe could count on your
ability/experience.
Loyalty:B
ecause we are friends/minorities, will youdo this?Altruism: The groupneeds your support, so do it for the good ofus all.
Examples of Influence StrategiesExamples of Influence Strategies
(Reason)(Reason)