Power and Politics
A Definition of Power
Power
A capacity that A has to influence the
behavior of B so that B acts in accordance
with A’s wishes.
Dependency
B’s relationship to A when A possesses
something that B requires.
Bases of Power: Formal Power
Formal Power
Is established by an individual’s position in an
organization; conveys the ability to coerce or
reward, from formal authority, or from control of
information.
Coercive Power
A power base dependent on fear.
Reward Power
Compliance achieved based on the
ability to distribute rewards that others
view as valuable.
Legitimate Power
The power a person receives as a result
of his or her position in the formal
hierarchy of an organization.
Bases of Power: Personal Power
Expert Power
Influence based on special
skills or knowledge.
Referent Power
Influence based on possession
by an individual of desirable
resources or personal traits.
Dependency: The Key To Power
 The General Dependency Postulate
 The greater B’s dependency on A, the greater the power A has
over B.
 Possession/control of scarce organizational resources that
others need makes a manager powerful.
 Access to optional resources (e.g., multiple suppliers) reduces
the resource holder’s power.
 What Creates Dependency
 Importance of the resource to the organization
 Scarcity of the resource
 Non substitutability of the resource
Power Tactics
Power Tactics
Ways in which
individuals translate
power bases into
specific actions.
Influence Tactics:
• Legitimacy
• Rational persuasion
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Pressure
• Coalitions
Power in Groups: Coalitions
Coalitions
Clusters of individuals
who temporarily come
together to achieve a
specific purpose.
• Seek to maximize their
size to attain influence.
• Seek a broad and diverse
constituency for support
of their objectives.
• Occur more frequently in
organizations with high
task and resource
interdependencies.
• Occur more frequently if
tasks are standardized
and routine.
Sexual Harassment: Unequal Power in the
Workplace
Sexual Harassment
 Unwelcome advances, requests for sexual favors, and
other verbal or physical conduct of a sexual nature.
Steps for Managers to Take to Prevent Sexual Harassment
 Make sure a policy against it is in place.
 Ensure that employees will not encounter
retaliation if they file a complaint.
 Investigate every complaint and include the
human resource and legal departments.
 Make sure offenders are disciplined or terminated.
 Set up in-house seminars and training.
POLITICS
 Political behavior are those activities that are not
required as a part of one’s formal role in organization
but that influences the distribution of advantages and
disadvantages in the organization.
 Every one has an opportunity to play political games
but this depends on whether he is willing to utilize this
opportunity.
 Power and politics are interwoven and they occur at all
levels.
 Politics is used to achieve goals.
 Organizations can be considered as political entities
because people have self interests to advance in career.
Effects of Organizational Politics
 Positive Effects
 Negative Effects
 Exchanging favors
 Hinders organizational and
 Forming coalitions
individual effectiveness.
 Is an irritant to employees.
 Can have significant ethical
implications.
 Seeking sponsors
 Overcoming internal barriers
Research on Organizational Politics
 The larger the organization, the greater the politics.
 Staff personnel are more political than line managers.
 Marketing people are the most political; production
people were considered the least political.
 61% of employees believed organizational politics helps
advance one’s career.
 45% of employees believed that organizational politics
detracts from organizational goals.
Political Tactics
 Posturing: “One upmanship” and taking credit for
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others work.
Empire building: gaining control over human and
material resources.
Making the supervisor look good: engaging in “apple
polishing.”.
Creating power and loyalty cliques: facing superiors
as a cohesive group rather than alone.
Engaging in destructive competition: sabotaging the
work of others through character assassination.
Dysfunctional political Behaviour
 Dysfunctions are any activities or actions by
individuals which are at the cost of
organizational goals and interests.
 When organizational interests and individual
interests intersect, it becomes functional
 When they don’t, it becomes dysfunctional.
Dysfunctional political behaviour can assume any of the
following forms:
 Scapegoating
 Passing the buck
 Discrediting others
 Falsification of or hiding important information
Factors contributing to dysfunctional politics
 Competition for power
 Subjective evaluation of performance
 Delay in feedback
 Saturation in promotions
Antidotes to Political Behavior
 Strive for a climate of openness and trust.
 Measure performance results rather than personalities.
 Encourage top management to refrain from political
behaviors.
 Strive to integrate individual and organizational goals
through meaningful work and career planning.
 Practice job rotation to encourage broader perspectives
and understanding of the problems of others.
MANAGING POLITICAL
BEHAVIOUR
 Management can take following steps to minimize
dysfunctional politics.
 Clarity of roles
 Being an ethical role model
 Transparent appraisal system
 Fair distribution of resources
 Effective communication
 Understanding the aspirations of employees
Employee Responses to Organizational Politics