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Submitted by:
Salil Raibole - 09020242027
Rajnish Jakhar 09020242028
Rishabh Sood 09020242029
Rishika Mittal 09020242030
Sachin Lakade 09020242032
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Power is the capacity of a
person, team, department ororganization to influence
others.
J.Pfeffer
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Power is the potential to change others attitude orbehavior.
Power requires one persons perception of dependence on
another person
Power may be:
An act of one person (realized potentiality) or
Potentiality or capacity of one person
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Power Creating Circumstances:
The Big Three
1. When resources are scarce
2. When goals and objectives are unclear3. When performance is difficult to measure
Less Critical Factors
4. Where there are minimal external threats5. Where there exists a certain level of dependency
6. Where there is moderate to high uncertainty
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Sources
ofPower
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Energy and Physical Stamina: Endurancetriumphs over cleverness . The ability andwillingness to work grueling hours hascharacterized many powerful figures
Focus: Should be concentrated on buildinginfluence and power
Sensitivity to Others: Means understandingthe people, their position on the issue, and how
best to communicate with and influence them.
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Flexibility: Focus on ultimate objectives and beable to remain emotionally detached from thesituation
Ability to Tolerate Conflict : Should be able todisagree strongly as and when required
Submerging Ones Ego: It entails the ability totrade present restraint for greater power and
resources in the future
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Process
ofBuilding Power
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Power Process:
Decide what your goals are. Diagnose patterns of dependence and
interdependence. Analyze views of powerful individuals. Determine the power base of potential influential
persons. Determine your power base.
Determine which power strategies/tactics seemsmost appropriate/effective. Choose the appropriate course of action.
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Friendliness
Making oneself Irreplaceable
Networking with Powerful People
Building Coalition Being Assertive and Establishing Credibility
Building Pressure
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Forms
OfPower
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Influence based on the legitimate right of
someone to influence others
(often embedded in position, always
complex) Resistance = Usually quite low Appropriateness = Yes, by definition State Change = Often involves a state
change
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Influence based on the ability to reward
(money CAN be a source of power)
Resistance = None, usually Appropriateness = Generally OK State Change = No, requires constant
attention
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Influence based on the ability to convinceothers to follow your good advice
(information is power) Resistance = Generally low Appropriateness = Generally OK State Change = Not really
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Influence by example, peer pressure power
(I want to be like Mike)
Resistance = None Appropriateness = Generally OK State Change = Very much so
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Influence based on the ability to punish
(might makes right)
Resistance = Potentially quite strong Appropriateness = Often not State Change = No, could provoke strong negative response
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Impact of culture
onPower tactics used
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CULTURALDIMENSIONS
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Power
and
Counter Power
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The basic prerequisite of power is that one person
believes he/she is dependent on other for something
of value.
Dependency relationships are an inherent part of all
organizational activities and in all forms of
organizational structures and companies including the
sole trading firm.
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In a relationship, two parties are involved one being dependent and the otherbeing independent.
Here, the independent party has Powerwhile the dependent party has CounterPower
The power of the dependent party tomaintain the relationship is termed asCounter Power
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Teachers and Students
Politicians and People
Heads and Subordinates of Organization
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Importance
Of
Power
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With power you can Intercede favorably on behalf of someone in trouble Get a desirable placement for a talented subordinate Get approval for expenditures beyond the budget
Get items on and off agendas Get fast access to decision makers Maintain regular, frequent contact with decision
makers Acquire early information about decisions and policy
shifts
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Control the people and other resources so that theycooperate and help to achieve an organizationscurrent goals.
Engage in politics and influence decision makingprocess in order to help, promote new and more
appropriate organizational goals. It is the power which influence complexity, formality
and centralization of activities in the organization.
Individuals having power even determine about the
size of the organization, allocation of rewards,selection of technology etc.
Power is needed for the efficient functioning of theorganization.
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Commitment
RewardPower
LegitimatePower
CoercivePower
ExpertPower
ReferentPower
Resistance
Compliance
Sourcesof Power Consequencesof Power
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Harasser stereotypes the victim assubservient and powerless
Harasser threatens job security orsafety through coercive or legitimatepower
Hostile work environment harassmentcontinues when the victim lacks powerto stop the behaviour
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Co-workers believe that employees inrelationships abuse their power to favoureach other.
Higher risk of sexual harassment whenrelationship breaks off.
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Attempts to influence others using
discretionary behaviours to promote personal
objectives
Discretionary behaviours neither explicitlyprescribed nor prohibited
Politics may be good or bad for theorganization
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Diagnosing Power
InOrganizations
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To be successful in getting things done in organizations, it iscritical that you be able to diagnose the relative power of thevarious participants and comprehend the patterns ofinterdependence.
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Methods for Assessing Power:
Power is not employed when there are no differences inperspective, or when no conflict exists, As a consequence,power is most readily diagnosed by looking at important
decisions, which involve interdependent activities and whichlead to disagreement.
- Listen to statements made by others- Focus on how others talk about the person
- Dont trust what you hear BUT dont underestimate the valueof the talk.
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Look at representational indicators- Whose being brought in on the major decisions
Observe Consequences- Who gets the resources, projects approved, the
biggest budget
Look at Symbols of Power- What perks to certain people/groups get?- Whos having dinner with whom?
- What parking spaces do people get?- Office space is always an issue- Rule based responses dont tell you much - look for
subtle clues
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Be conservative in estimates It is preferable to overestimate
potential dependencies rather be
surprised at the last minute by a personor group you failed to consider
The best surprise is no surprise.
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1-8:Salil 9-18:Rishabh 19-26: Rishika
27-34:Sachin 35-40:Rajnish