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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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Open Systems Model

InputsTransformation

ProcessesOutputs

Interactionsof:

Structure

Culture

Tasks

Individuals

Environment

Resources

Individual

behavior

Group

behavior

Organizational

functioning

Strategy

Feedback

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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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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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What is Power?

The ability of one person to affect the

behavior of someone else in a desired way

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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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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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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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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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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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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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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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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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Effects of Networking Career over time

Pay

Promotions

Adaptation to new situations

Effectiveness

Health

Happiness

Organizational effects

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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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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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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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Strong and Weak Ties Stratified

Jumping networks

Strength of weak ties

Underutilized strategy

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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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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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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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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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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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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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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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For Saturday Two readings

Slade and The Team that Wasnt

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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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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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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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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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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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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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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


(Reciprocity)(Reciprocity)

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(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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(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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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.


(Reason)(Reason)

mo4.30.04

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