power & politics readonly

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5/2/12 Harleen Sahni,

Power & Politics

The meaning of power

Political implications of power

Power & politics

Organizational Behaviour by Luthans, Fred, McGrawHill, ISBN 0-07-113473-5; pp.320-336

Harleen Sahni,


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Meaning of Power

Pioneering sociologist Max Weberdefined power as the probabilitythat one actor within a social

relationship will be in a position tocarry out his own will despiteresistance.

Pfeffer, the organizational behaviortheorist defined power as potential

force or ability to influence behavior,to chan e the course of events toHarleen Sahni,


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Sources of power

French and Raven, socialpsychologists, identified five sourcesof power - coercive, reward,

legitimate, expert and referent. Coercive power is based on fear and

is the ability to influence another

person through threats or fear ofpunishment.

Reward power is a positive power

which refers to the ability to getHar

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The classification of power

Reward Power

Coercive Power

Legitimate Power Referent Power

Expert Power

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Types of Power contd.

Reward Power - This source of power dependson the persons having the ability andresources to reward others. In addition thetarget of this power must value these rewards.

In an organizational context, the manager hasthe power to administer positive reinforcers.

Coercive Power - This source of powerdepends on fear. The person has the ability toinflict punishment or aversive consequenceson the other person or atleast, to makethreats that the other person believes will

result in punishment or undesirable outcomes.Harleen Sahni,


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Legitimate Power - This source, identified byFrench and Raven, stems from the internalizedvalues of other persons which give thelegitimate right to the agent to influence

them. The others feel they have the obligationto accept this power. (most identical toauthority)

Referent Power - This type of power comesfrom the desire on the part of the otherpersons to identify with the agent wieldingpower (power to handling with skill). They

want to identify with the powerful person,Harleen Sahni,


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Expert Power This source identified byFrench & Raven is based on the extent towhich others attribute knowledge & expertiseon the power seeker. Experts are perceived to

have knowledge or understanding only incertain well-defined areas. All the sources ofpower depend on the targets perceptions, butexpert power may be even more dependenton this than the others. The target mustperceive the agent to be credible, trustworthy& relevant before expert power is granted.

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Power & Politics in OB

Power and politics are among themost important concepts in the studyof organization behavior. Both are

dynamic concepts and are a functionof the interaction between differentelements in organizations.

Power has been defined as "theability to influence and controlanything that is of value to others." Itis the ability to influence the

behavior of other people in theHarleen Sahni,


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Power, authority and influencePower is theability to get anindividual orgroup to dosomething toget the person or

group to changein some way. Theperson whopossesses powerhas the ability to

manipulate orchange others

Authoritylegitimatizes and is asource of power. It isthe right tomanipulate orchange other. Power

need not belegitimate. Barnarddefined authority asthe character of acommunication

(order) in a formalorganization byvirtue of which it isaccepted by acontributor to or

member of the

Influence isusually conceivedof as beingbroader in scopethan power. Itinvolves the ability

to alter otherpeople in generalways such aschanging theirsatisfaction &

performance.Influence is moreclosely associatedwith leadershipthan power is.


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Power & Politics in OB contd.

Dependency is the most importantconcept of power. The degree ofdependence of the targetdetermines the power exercised bythe agent.

Contingency approaches to powerare also gaining importance. Thecontingency approach suggests thatpower depends on being in the 'rightplace' at the right time and the

influencability of the target. TheHarleen Sahni,


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Contingency approaches topower

As in other areas of OB, contingencyapproaches to power have emerged.Pfeffer says that power comes from beingin the right place. He describes the right

place or position in the organization asone where the manager has:

Control over resources such as budgets,

physical facilities etc. Control over or extensive access to information

Formal authority

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Contingency approaches to powercontd.

Infleunceability of the targets of power

The following characteristics have beenidentified as being especially important to

the infleunceability of the targets. Dependency

Uncertainty

Personality

Intelligence

Gender

Age Harleen Sahni,


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The two faces of power

Social psychologist David McClelland has doneconsiderable work on the impact of themotivational need for power (n Pow). His studiesindicate that there are two major types of power,

one negative & one positive Negative use of power is associated with personal

power. This is primitive & does indeed havenegative consequences.

Social power is the positive power. It ischaracterized by a concern for group goals, forfinding those goals that will move people, forhelping the group to formulate them, for taking

some initiative in providing members of the groupwith the means of achieving such goals.Harleen Sahni,


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Political implications ofpower

Power & politics are very closely relatedconcepts. Alvin Toffler observed thatcompanies are always engaged in

internal political struggles, powerstruggles, infighting & so on. Thatsnormal life.

Pfeffer notes Organizations, particularlylarge ones, are like governments in thatthey are fundamentally political entities.

To understand them, one needs toHarleen Sahni,


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Political implications of powercontd.

Walter Nord suggests four postulates ofpower in organizations that help focus onthe political realities:

Organizations are composed of coalitions which

compete with one another for resources, energy& influence.

Various coalitions will seek to protect theirinterests & positions of influence.

The unequal distribution of power itself hasdehumanizing effects

The exercise of power within organizations is

one very crucial aspect of the exercise of powerwithin the larger social system.Harleen Sahni,


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Political implications of powercontd.

Research on organizational politics hasidentified several areas that areparticularly relevant to the degree to

which organizations are political ratherthan rational. These areas can besummarized as-

Resources

Decisions

Goals

Technology & external environmentHarleen Sahni,


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Political strategies for attainingpower in organizations

Taking counsel Maintaining maneuverability

Promoting limited communicationExhibiting confidence

Making activities central & non-substitutable

Creating a sponsor-protgrelationship

Forming a winning coalition Using research data to supportones point of view

Controlling access to information& persons Withdrawing from petty disputes

Harleen Sahni,

P liti l t ti d i d f


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Political tactics derived fromresearch

Tactics Description

Pressure tactics The use of demands, threats, intimidation

Upward appeals Appeal to higher management

Exchangetactics Making promises that you will receive rewardsor tangible benefits

Coalition tactics Seeking the aid of others to persuade

Ingratiating

tactics

Seeking to get you in a good mood or to think

favorable of the influence agent before askingyou to do something

Rationalpersuasion

Using logical arguments

Inspirational

appeals

Making an emotional request

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Power & politics strategiessuggested by DuBrin

Maintain Alliances with powerfulpeople

Embrace or demolish

Divide & rule Manipulate classified information

Making a quick showing Collect & use IOUs (I owe you)

Avoid decisive engagement(Fabianism) strategy of going slow &easy an evolutionary rather thanrevolutionary approach to change

Progress one step at a time(Camels head in the tent)

Wait for a crisis (things must getworse before they get better)

Take counsel with caution(managers should avoid opening up thegates to their subordinates in terms ofshared decision making.)

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End of session

Harleen Sahni,

power & politics readonly

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