part ii to part iii power and political behavior

8/9/2019 Part II to Part III Power and Political Behavior

1/34

Power and Political BehaviorPower and Political Behavior

Part IIPart II

Power and Political Behavior


2/34

Power Analysis: A Broader View

by AmitaiEtzioni

Types of Organizational Power:

1. Coercive power

2. Utilitarian power

3. Normative power


3/34

Power Analysis: A Broader View

by AmitaiEtzioni

Types of Membership in theOrganization:

1. Alienative membership

2. Calculative membership

3. Moral membership


4/34

Alienative membership- membershave hostile, negative feelings aboutbeing in the organization.


5/34

Calculative membership-members weigh the benefits and

limitations of belonging to theorganization.


6/34

Moral membership- members havesuch positive feelings about

organizational membership that theyare willing to deny their own needs.


7/34

Alternative Calculative Moral

Type of Power

Utilitarian

Normative

Etzioni's Power Analysis

Coercive


8/34

Symbols of Powerby Rosabeth Moss Kanter

Characteristics of Powerful People in Organization:

1. Ability to intercede for someone in trouble.

2. Ability to get placements for favored employees.

3. Exceeding budget limitations.

4. Procuring above-average rises for employees.

5. Getting items on the agenda at meetings.

6. Access to early information.

7. Top managers seek out their opinion.


9/34

Symbols of Powerlessness

by Rosabeth Moss Kanter

Powerlessness- a lack of power.

Symptoms of Powerlessness:

Overly close supervision

Inflexible adherence to the rules

Tendency to do the jobs themselvesrather than training their employees to doit.


10/34

Symbols of Power

by MichaelCorda

Unusual Symbols:

1.Office furnishings

2.Time power

3.Standing by


11/34

What is Politics?

The methods or tactics involved in managing astate or government.

The management of a political party; the conductand contests of parties with reference to politicalmeasures or the administration of public affairs;the advancement of candidates to office; in a badsense, artful or dishonest management to securethe success of political candidates or parties;

political trickery.

Intrigue or maneuvering within a political unit orgroup in order to gain control or power.

Source:http://dictionary.reference.com/browse/politics


12/34

POLITICAL BEHAVIOR INORGANIZATIONS

Political Behavior- actions notofficially sanctioned by an

organization that are taken toinfluence others in order to meet onespersonal goals.



13/34


14/34

Politics is a controversial topic amongmanagers. Some managers take afavorable view of political behavior; others

see it a detrimental to the organization.

Many organizational conditions encouragepolitical activity.

Unclear goals

Autocratic decision making

Ambiguous lines of authority

Scarce resources

Uncertainty



15/34

The effects of political behavior in organizationscan be quite negative when the politicalbehavior is strategically undertaken to maximizeself-interest.

If people within the organization are competitively

pursuing selfish ends, theyre unlikely to beattentive to the concerns of others.

The workplace can seem less helpful, more

threatening, and more unpredictable.

People focus on their own concerns rather than onorganizational goals.



16/34

Influence Tactics

Influence is the process of affecting the thoughts, behavior,or feelings of another person.

Influence Tactics are used for impression management.

Impression Management- individuals use influence tacticsto control others impressions of them.

Image Building

Initiatives or project



17/34

Influence Tactics Used inOrganizations


18/34

Managing Political Behavior inOrganizations

Managing political behavior at work is important.The perception of dysfunctional political behaviorcan lead to dissatisfaction.

E.g.:When employees perceive that there are dominant

interest groups or cliques at work, they are less

satisfied with pay and promotions. When theybelieve that the organizations reward practicesare influenced by who you know rather than howwell you perform, they are less satisfied.



19/34

On How Managers Prevent The Negative

Consequences Of Political Behavior

Open communication

Clear expectations about performance andrewards

Participative decision-making practices

Workgroup cooperation

Effective management of scarce resources

Supportive organizational climate



20/34

Make Sure You Understand Your Boss And His Context,

Including:His goals and objectives.The pressures on him.His strengths, weaknesses, blind spots.His preferred work style.

Assess Your Needs, Including:Your own strengths and weaknesses.Your personal style.Your predisposition toward dependence on authority figures.Develop And Maintain A Relationship That:Fits both your needs and styles.Is characterized by mutual expectations.Keeps your boss informed.Is based on dependability and honesty.Selectively uses your bosss time and resources.

Managing Up: Managing the Boss



21/34

Sharing Power: Empowerment

Empowerment- sharing power within anorganization.

Empowerment is easy to advocate but difficult toput into practice.

Creating conditions for heightened motivation

through the development of a strong sense of

personal self-efficiency.

Jay Conger



22/34

Jay Conger is recognized

throughout the world asan expert on leadership,

training and developmentof leaders and managers,organizational change,

and boards of directors;Senior Research Scientist

Jay Conger


23/34

Empowerment should begin with job content and

proceed to job context. Because the workforceis so diverse, managers should recognize thatsome employees are more ready forempowerment than others. Managers mustdiagnose situations and determine the degreeof empowerment to extend to employees.

The empowerment process also carries with it a

risk of failure. When you delegate responsibilityand authority, you must be prepared to allowemployees to fail; and failure is not somethingmost managers tolerate well.



24/34

Four Dimensions Comprise the Essence of E

Meaning

Competence

Self-determinationImpact



25/34

Four Dimensions Comprise the Essence ofEmpowerment

Meaning is a fit between the work role and theemployees values and beliefs.

Competence is the belief that one has theability to do the job well.

Self-determination is having control over the

way one does his or her work.

Impact is the belief that ones job makes adifference within the organization.



26/34

Guidelines on How Leaders Can EmpowerOthers

Managers should express confidence in employeesand set high performance expectations.

Managers should create opportunities foremployees to participate in decision-making.

Managers should remove bureaucratic constraintsthat stifle autonomy.

Managers should set inspirational or meaningfulgoals.



27/34

Employee Empowerment Grid

Point DMissionDefining

Point CParticipatory

Empowerment

Point ANo Discretion

Point ESelf-

Management

Point BTask Setting

INCREASING

Implementation/

Follow-up

Alternative

Choice

Alternative

Evaluation

Alternative

Development

Problem

Identification

Alternative

Evaluation

Alternative

ChoiceImplementation/

Follow-up

Problem

Identification

Alternative

Development

Decision-Making Authority overJob Context


28/34

No Discretion (Point A)Represents the traditional, assembly-

line job:

Highly routine and repetitive With no decision-making power

If these jobs have a demanding pace andif workers have no discretion, distress willresult.



29/34

Task Setting (Point B)Is the essence of most

empowerment programs inorganizations today. In this case, theworker is empowered to make decisionsabout the best way to get the job done,but has no decision responsibility for

the job context.



30/34

Participatory Empowerment (Point C)

Represents a situation that is typical of

autonomous work groups that have somedecision-making power over both job context.Their job involvement is in problemidentification, developing alternatives, andevaluating alternatives, but the actual choice ofalternatives is often beyond their power.Participatory empowerment can lead to jobsatisfaction and productivity.



31/34

Mission Defining (Point D)

Is an unusual case of

empowerment and is seldom seen.Here, employees have power over

job context but not job content.



32/34

Self-Management (Point E)

Represents total decision-making

control over both job content and jobcontext. It is the ultimate expressionof trust.



33/34

Managerial Implications: Using PowerEffectively

Use power in ethical ways.

Understand and use all the various types of power andinfluence.

Seek jobs that allow you to develop your power skills.

Use power tempered by maturity and self-control.

Accept that influencing people as an important part ofthe management job.



34/34

Thank You!!Thank You!!

Muchas Gratias!!Muchas Gratias!!

!!!! ~~

!!!!

part ii to part iii power and political behavior

Documents