Understanding Organizational Power and Politics: Influencing Behaviors and Navigating Dependencies

1. Chapter 13 Power and Politics

2. 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.

3. Introduction to Organisational Power and Politics • Jeffrey Pfeffer: ‘Unless and until we are willing to come to terms with organis- -ational power and influence, and admit that the skills of getting things done are as important as the skills of figuring out what to do, our organisations will fall further and further behind.’

4. The Value of Politics • Political forces provide a critical source of dynamic energy for strategic organisational change (Hardy, 1996) • Politics can be used to counter the use of otherwise legitimate means to non-legitimate ends • Political debate helps make explicit all the dimensions of an argument • Political action may be required to remove bureaucratic blockages raised by the legitimate system • Political tactics can be used to facilitate the implementation of decisions reached by legitimate means (Buchanan & Badham, 1999)

5. Introduction to Organisational Power and Politics • Power is‘the capacity to influence the behaviour of others’(Hellriegel et al, 1992) • Counterpowera neglected dimension • Mark Holden: • 100% of respondents thought workplace politics were common • 85% thought it was necessary to be political to get ahead in organisations • 67% agreed that organisations would be happier places to work without politics

6. Introduction to Organisational Power and Politics • Some people may not want to become powerful – McClelland’s N.Power dimension – however if they wish to be effective there may be little choice but to be involved in the organisation’s power dynamics • N.Power should, perhaps, be differentiated fromN.Mach.Power

7. Leadership Focuses on goal achievement. Requires goal compatibility with followers. Focuses influence downward. Research Focus Leadership styles and relationships with followers Power Used as a means for achieving goals. Requires follower dependency. Used to gain lateral and upward influence. Research Focus Power tactics for gaining compliance Contrasting Leadership and Power

8. The Evolution of Power: From Domination to Delegation(Kreitner and Kinicki, 2000) Power DistributionFollowers grantedauthority to makedecisions. High Power SharingManager/leader andfollowers jointlymake decisions. Power DistributionFollowers consulted but leaders makedecisions. Degree of Empowerment AuthoritarianPowerManager/leaderimposes decisions. Domination Consultation Participation Delegation None

9. 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 • Nonsubstitutability of the resource

10. Power over others Contingencies Of Power Models of Power Sources Of Power Importance Scarcity Substitutability

11. Contingencies of Power • Importance: interdependence between power holder and others • A function of: • Ability to reduce uncertainty for others • Number of people affected by your actions • How quickly people are affected by your actions

12. Contingencies of Power • Scarcity: Control over scarce (limited) resources, including: • Expertise (many occupations do this) • Information • Money • Schedules and deadlines • Meaning

13. Contingencies of Power • Substitutability:Power decreases with the ability to substitute the valued resource • Nonsubstitutability can be enhanced by: • Controlling tasks • Controlling knowledge • Controlling labour

14. Sources of Power(French & Raven, 1968; Pettigrew, 1973, 1979; Pfeffer, 1981; Forester, 1989; Hardy, 1994) • Alliances & networks • Charisma • Coercive • Credibility • Expertise • Group support • Information • Political access • Position/legitimate • Processes • Referent • Resources • Rewards • Sanctions • Strategic contingencies • Symbols

15. Mobilising Power – Influence Strategies • Appealing • Becoming indispensable • Coalition building • Directing • Empowering • Enrolment • Envisioning • Managing meaning • Negotiating • Personalising • Persuading • Rallying • Sanctioning • Score-carding • Socialisation

16. Advanced power-grabbing tactics(DuBrin, 1990) • Think big and win big • Gain control of organisational resources • Develop powerful alliances • Form coalitions and obtain cooptations • Conduct a mass, concentrated offensive • Avoid decisive engagement • Use constructive chaos • Groom princes and princesses

17. Advanced power-grabbing tacticsDuBrin, 1990) • Maintain a mystique about your job • Work on key problems • Bend rules at the right time • Bring in an outside expert • Play the power game • Be feared rather than loved • Give proof of prowess • Control the agenda

18. Advanced power-grabbing tactics (DuBrin, 1990) • Select a compliant board of directors • Avoid being deposed • Don’t spent all your time managing • Keep your department lean • Transfer your competition • Cultivate your superiors • Be a developer of talent • Do what your boss thinks a manager should do

19. Impressing the Higher-Ups(DuBrin, 1990) • Shine at meetings • Show that you identify with management • Appear cool under pressure • Talk big, shun trivia • Show an interest in your firm and its products • Contact newly arrived senior executives • Display business manners and etiquette

20. Sequencing of tactics Softer to harder tactics works best. Skillful use of a tactic Experienced users are more successful. Relative power of the tactic user Some tactics work better when applied downward. The type of request attaching to the tactic Is the request legitimate? How the request is perceived Is the request accepted as ethical? The culture of the organization Culture affects user’s choice of tactic Country-specific cultural factors Local values favor certain tactics over others. Factors Influencing the Choice and Effectiveness of Power Tactics

21. Politics: Power in Action Political Behavior Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization. Legitimate Political BehaviorNormal everyday politics. Illegitimate Political BehaviorExtreme political behavior that violates the implied rules of the game.

22. Limiting Negative Political Behaviour Provide Sufficient Resources Remove Political Norms Introduce Clear Rules Hire Low-Politics Employees Free Flowing Information Increase Opportunities for Dialogue Manage Change Effectively Peer Pressure Against Politics