April 2

1
April 2 4, 2002 Ch. 12 Power and Politics

• Admin
• return homework
• Be prepared for case incident on p. 377
• Newsletter article is due on Thursday
• Key Concepts
• Bases of power
• Dependency
• Power tactics
• Organizational politics
• Impression management

2
Power

• What is it?
• Do you have any?
• Do you want some?
• How can you get some?

3
Coercive Reward Legitimate Expert Referent
The Bases of Power
French Raven
4
Dependency
The greater Bs dependency on A, the greater the
power A has over B.
Number of Viable Substitutes
Importance of the Resource
Scarcity of the Resource
5
Locating Power
Departmental
Individual

• Place on committees
• Number of employees
• Budget allocation
• Location of offices

• Ability to intercede
• Approval for spending
• Items on the agenda
• Access to top brass

6
Power Tactics
Coalition
Friendliness (Ingratiation)
Reason (Rational Persuasion)
Higher Authority (Legitimating)
Bargaining (Exchange)
Inspirational Appeal
Assertiveness
Consultation, Participation
Personal Appeal
Sanctions (Pressure)
7
Contingency Variables that Influence Use of Power
Tactics

• Manager
• Personality
• Relative Power
• Objectives for wanting to influence
• Employee
• Perception of employees willingness and ability
  to comply
• Organization Culture

8
Examples Power its Use in Organizations

• Sexual and other forms of harassment
• Political behavior
• Groups coalitions
• Impression management
• Ethics and Power

9
Power and Sexual Harassment
Information, Cooperation, and Support
Position Power and Resource Control
10
Politics in Organizations
Influence Attempts
11
Individual Factors that Contribute to Political
Behavior

• Level of self monitoring
• Need for power
• Internal locus of control
• Investment in the organization
• Perceived alternatives
• Expectations of success

What theories have we studied that relate to each
of these factors?
12
Organizational Factors that Contribute to
Political Behavior

• Role ambiguity
• Self-serving senior managers
• Unclear evaluation systems
• Zero-sum allocations

• Low trust
• Democratic decision making
• High performance pressures
• Scarcity of resources

13
Politicking Is it always bad?

• Frame arguments in terms of organizational goals
• Develop the right image
• Gain control of valuable resources
• Make yourself indispensable
• Be visible
• Develop powerful allies
• Avoid tainted members
• Support your boss

14
Power in Groups Coalitions
Degree of Interdependence
Maximization of Size
15
Conformity
Association
Excuses
Impression Management
Favors
Apologies
Flattery
Acclaiming
16
Defensive Behavior Avoiding Action

• Over-conforming
• Buck passing
• Playing dumb
• Depersonalizing
• Stretching
• Smoothing
• Stalling

17
Defensive BehaviorAvoiding Blame

• Buffing
• Playing safe
• Justifying
• Scapegoating
• Misrepresenting

18
Ethical Guidelines for Political Behavior
Caveat!
19
Case Incident, p. 377

• Fran has asked Ken to be a reference for her
• Jennifer has told Fran that Ken is sexually
  harassing her, demanding sex for a good
  performance evaluation

20
Case Incident, p. 377

• What makes this an ethical dilemma?
• What are Frans options?
• What are the likely consequences of those
  options?
• What should Fran do?
• Which ethical system are you using to make your
  judgment?