Download - POWER AND POLITICS. POWER n n THE PERCEIVED ABILITY TO INFLUENCE BEHAVIOR, ATTITUDES, AND OUTCOMES
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POWER POWER AND AND
POLITICSPOLITICS
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POWERPOWER THE PERCEIVED ABILITY TO INFLUENCE BEHAVIOR, ATTITUDES,
AND OUTCOMES
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POWER Resides NOT in the individual but in
the relationship of the person to her environment
Expressed by other’s behavior in response to
your exercise of power
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Organizational Power
LegitimateResources
Interdependence
Interpersonal PowerReward
PunishmentExpertiseReferent
PowerInfluence
Over Others
ModeratorsChoice of InfluenceStrategy
Power of Other Party
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InterpersonInterpersonalal
POWERPOWER
Reward power Punishment power Expert Referent
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Reward Power
Extent to which a manager can use extrinsic and intrinsic rewards to control other
people.
InterpersonInterpersonal POWERal POWER
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InterpersonalInterpersonal POWER POWER
RewardReward
Currencies MoneyMoney PraisePraise PromotionPromotion Work ShiftsWork Shifts TrainingTraining
ResponsesResponses ExchangesExchanges Harder WorkHarder Work Praise for Praise for
supervisorsupervisor LoyaltyLoyalty
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Extent to which a manager can threaten punishment or
deny desired rewards
InterpersonaInterpersonall
POWERPOWER
PunishmentPunishment
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Currencies Fines Docking Pay Rejection of self or ideas Sanctions Pressure
InterpersonaInterpersonal l
POWERPOWERPunishmentPunishment
Responses Generates Fear Sabotage Revenge
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Must be Applied Contingently -- Based On
Behavior
Interpersonal Interpersonal POWERPOWER
Rewards Rewards & Coercion& Coercion
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Interpersonal Interpersonal POWERPOWER
ExpertExpert
Extent to which a manager possesses knowledge,
experience, or judgment that the other person does
not have but needs
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Interpersonal Interpersonal POWERPOWER
ExpertExpert
Currencies Holding/
Withholding of Information
Consultation
Responses Unquestioned
Obedience Reluctant
compliance Challenging
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Interpersonal Interpersonal POWERPOWER
ReferentReferent
Extent to which a manager possesses personality that
captures attention, hearts and imaginations of people
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Interpersonal Interpersonal POWERPOWER
ReferentReferent
Currencies Charisma Ingratiation Friendliness Inspirational Appeal
Responses Unquestioned
Obedience Modeling
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OrganizationalOrganizationalPowerPower
Legitimate Knowledge Task
Interdependence Resources
Control
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Organizational Organizational POWERPOWER
LegitimateLegitimate
Extent to which a manager can or is perceived to have a
“right of command” to control behavior of others.
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OrganizationOrganizational POWERal POWER
LegitimateLegitimateCurrencies Ordering Personal
Support/Backing Organizationally
Sanctioned Rewards/ Punishment
Responses Unquestioned
Obedience Reluctant
compliance Challenging
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Acceptance of Authority
There are strong tendencies among individuals to follow the instructions of
the boss. Direct defiance within organizational settings is quite rare.
If the tendency to follow instructions is great and defiance is rare, then why do so many organizations appear to drift
into apparent chaos?
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Zone of Zone of IndifferenceIndifference A zone of indifference is the range of
authoritative requests to which a subordinate is willing to respond without
subjecting the directives to critical evaluation or judgment.
Directives falling within the zone are obeyed.
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Acceptance of Authority
“consent of the governed”
The subordinate can and must: Understand the directive; Feel mentally and physically capable of carrying
out the directive; Perceive directive is not inconsistent with the
purpose of the organization; Perceive directive is not inconsistent with his or
her personal interests.
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INDICATORS: A MANAGER'S
LEGITIMATE POWER Intercedes favorably on behalf of employee
Gets items on (and off) the agenda
Gets fast access to top decision makers
Maintains frequent contact with top decision makers
Gets early information about decisions
Eliminates road blocks or bottlenecks for subordinates
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Organizational Organizational POWERPOWER
Task Task InterdependenceInterdependence
Occurs When Two or More Employees Must Depend On
Each Other to Complete Assigned Tasks
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Organizational POWEROrganizational POWER
Resource Resource InterdependenceInterdependence
The firm’s or manager’s need
for resources that are controlled by
others
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Reasons For Reasons For Interdependence PowerInterdependence Power
Needed resources become more scarce
Outsiders have more control over needed resources
Fewer substitutes for a particular type of resource controlled by a limited number of outsiders
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Common Common
OrganizationalOrganizational
CurrenciesCurrencies
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Organizational CurrenciesOrganizational CurrenciesTraded in Exchange Traded in Exchange
ProcessProcess Resources Assistance Cooperation Information Advancement Recognition Network/Contacts Personal Support/Backing
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Common Common Influence Influence TacticsTactics
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Common Influence Common Influence StrategiesStrategies
Reason Using facts and data to support a logical argument
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Common Influence Common Influence StrategiesStrategiesFriendliness
Using flattery, goodwill, and
favorable impressions
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Common Influence Common Influence StrategiesStrategies
Ingratiation
Use of friendship for a specific
purpose
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Common Common Influence Influence StrategiesStrategies
Coalition Using
relationships with other people for
support
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Common Influence Common Influence StrategiesStrategies : :
Bargaining Using the
exchange of benefits as a basis
for negotiation
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Common Influence Common Influence StrategiesStrategies
Assertiveness Using a direct and forceful personal
approach.
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Common Influence Common Influence StrategiesStrategies
Higher Authority
Gaining higher level support for one’s requests.
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Common Influence Common Influence StrategiesStrategies
IngratiationAttempts to create a a
favorable mood before making a request
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Common Influence Common Influence StrategiesStrategies
Sanctions Using
organizationally derived punishments.
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Common Influence Common Influence StrategiesStrategies
RewardsUsing organizationally
derived rewards as well as personal
rewards
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Common Influence Common Influence StrategiesStrategies
Pressure
Uses time, information,
and resource control
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Common Influence Common Influence StrategiesStrategies
ConsultationUses involvement to
co-opt others into
going along with a specific plan
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Common Influence Common Influence StrategiesStrategies
Rational PersuasionUses logical arguments
and factual evidence
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Common Common Influence Influence StrategiesStrategies
Inspirational
AppealAppeal to values,ideals or
aspirations to arouse enthusiasm
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Common Common Influence Influence StrategiesStrategies
ExchangeOffer an exchange of
favors, share of benefits or promise to
reciprocate at later time.
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ORGANIZATIONAL ORGANIZATIONAL POLITICSPOLITICS
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ORGANIZATIONAL ORGANIZATIONAL POLITICSPOLITICS
The use of nonsanctioned influence tactics to promote self interests.
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Positive Aspects OfPositive Aspects Of POLITICS in NegotiationsPOLITICS in Negotiations
Overcome personnel inadequacies, coping with change, and substituting for formal authority.
Circumvents inadequacies and gets the job done.
Facilitates adaptation to changes in the environment and technology of an organization.
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Positive Aspects OfPositive Aspects Of POLITICS in NegotiationsPOLITICS in Negotiations
Quicker than restructuring With Power breakdowns, political
actions can be used to prevent a loss
of influence. Maintains task continuity when
formal authority has failed
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Self Protection AgainstSelf Protection Against POLITICS in NegotiationsPOLITICS in Negotiations
Avoidance Redirection Buffering Defending Your Turf Championing
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AvoidanceAvoidance Used when employee
can not risk being wrong or where actions
may yield a sanction. Most common reaction
is to “work to the rules.”
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RedirectionRedirection “Passing the buck” is a
common method employees and managers use.
Trick is to define a task so it becomes someone else’s formal responsibility.
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Rigorous documentation Rigorous documentation
to rewrite history. to rewrite history. If a program or project is successful, the If a program or project is successful, the
manager claims to have been an early manager claims to have been an early supporter. supporter.
If a program fails, the manager claims to be the If a program fails, the manager claims to be the one who expressed serious reservations in the one who expressed serious reservations in the first place. first place.
Buffering
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ChampionsChampions Identifying a powerful champion who
wishes to promote the project helps circumvent organizational politics
May use as his or her “silver bullet” to also promote themselves and their legitimacy
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Defending TurfDefending Turf Organizations are collections of competing
interests that are held by various departments and groups.
Expanding Influence may encroach on activities of other groups.
Managers may attempt to expand the jobs their groups perform.