Chapter 13 – Power & Politics Robbins and Judge Organization Behavior 15 Edition The material used in producing this presentation derived from the book. Several examples has been added to enrich the student’s understanding

APPETIZER 1. Power tend to corrupt, absolute power corrupt absolutely 2. Is Power good or bad? 3. As a student, do you experience politic in your organization?

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DEFINITIONS  Power  A capacity that somenoday (A) has to influence the behavior of another (B) so that B acts in accordance with A’s wishes  Dependence  B’s relationship to A, when A possesses something that B requires/needs/wants.  A person can have power over you only if he or she controls something you desire  What is the differences between power & leadership?

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POWER vs LEADERSHIP  Goal compatibility. Power does not require, while Leadership need congruence between the goals of the leader and those being led.  Direction of influence. Leadership focuses on the downward influence on followers. Power does not.  Leadership emphasizes style & how to act & interact. Power focuses on tactics for gaining compliance.  Leadership is individual, power goes beyond the individual

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BASES of FORMAL POWER  Based on an individual’s position in an organization. It can come from the ability to coerce or reward, or from formal authority  Bases of formal power : o Coercive Power, depends on fear of the negative results from failing to comply. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, frustration through restriction of movement, or the controlling by force of basic physiological or safety needs.

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BASES of FORMAL POWER  Bases of formal power : o Reward Power. People comply because it produces positive benefits; someone who can distribute rewards, will have power over others (financial—such as controlling pay rates, raises, and bonuses, or nonfinancial, including recognition, promotions, interesting work assignments, friendly colleagues, and preferred work shifts or sales territories. o Legitimate Power. In formal groups and organizations, probably the most common access to one or more of the power bases is through legitimate power. It represents the formal authority to control and use organizational resources based on structural position in the organization. 11/11/2013

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BASES of PERSONAL POWER  Personal power, comes from an individual’s unique characteristics.  Bases of personal power : o Expert Power. Influence result from expertise, special skill, or knowledge. Ex: we acknowledged that physicians have expertise, hence expert power, we follow our doctor’s advice. o Referrent Power. Based on identification with a person who has desirable resources or personal traits. If I like, respect, and admire you, you can exercise power over me because I want to please you. People associated with cool figures because they wish to identify with and emulate them 11/11/2013

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DEPENDENCE, key to Power  The most important aspect of power is that it is a function of dependence  The postulate: the greater B ’s dependence on A , the more power A has over B  Possession/control of scarce organizational resources that others need makes a manager powerful  The more you can expand your own options, the less power you place in the hands of others  Dependence increases when the resource you control is important, scarce, and nonsubstitutable 11/11/2013

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POWER TACTICS  Tactics people use to translate power bases into specific action, what options do they have for influencing their bosses, co-workers, or employees  Nine influence tactics: o Legitimacy. Relying on your authority position or saying a request accords with organizational policies or rules. o Rational persuasion. Presenting logical arguments and factual evidence to demonstrate a request is reasonable. o Inspirational appeals. Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations. o Consultation. Increasing the target’s support by involving him or her in deciding how you will accomplish your plan. 11/11/2013

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POWER TACTICS  Nine influence tactics: o Exchange. Rewarding the target with benefits or favors in exchange for following a request. o Personal appeals. Asking for compliance based on friendship or loyalty. o Ingratiation. Using flattery, praise, or friendly behavior prior to making a request. o Pressure. Using warnings, repeated demands, and threats. o Coalitions. Enlisting the aid or support of others to persuade the target to agree.

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POWER TACTICS  Factors affecting power tactics; o Political skills o Organization culture o Sequencing of tactic applied

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Unequal Power in the Workplace  Mental or Physical harrasment o Unwanted action/behavior toward other employee/persons

 Sexual Harassment: o Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment. Isn’t about sex – it is about abusing an unequal power relationship o Ways to minimize sexual harassment: › › › › › 11/11/2013

Set up the policy defines what constitutes sexual harassment, Reassure employees they will not encounter retaliation if they file a complaint. Investigate every complaint, Make sure offenders are disciplined or terminated. Set up in-house seminars to raise employee awareness Partono - Universitas TELKOM

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POLITIC – Power in Action

POWER

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POLITIC – Power in Action  Organizational politics o Focuses on the use of power to affect decision making in an organization, or on self-serving and organizationally unsanctioned behaviors.

 Political behavior in organizations consists of activities that are not required as part of an individual’s formal role (job) but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization

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Reality of Politic  Many managers thought that the use of political (behavior) is both ethical and necessary, as long as it doesn’t directly harm anyone else  Organizations are made up of individuals and groups with different values, goals, and interests. o The resources are limited o Competition to get the resources they needed o They apply office/organization politic

 Most decisions are made under ambiguous conditions o Lack of an objective standard encourages political maneuvering of subjective reality 11/11/2013

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Reality of Politic

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Causes and Consequences of Political Behavior

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Causes and Consequences of Political Behavior  Individual factors: o The high self-monitor is more sensitive to social cues, exhibits higher levels of social conformity, and is more likely to be skilled in political behavior than the low self-monitor o Individuals with an internal locus of control tend to take a proactive stance and attempt to manipulate situations in their favor. o The Machiavellian personality—characterized by the will to manipulate and the desire for power—is comfortable using politics as a means to further his or her self-interest. o Will employee apply their tactis depend on the benefit of applying it and not applying it 11/11/2013

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Causes and Consequences of Political Behavior  Organizational factors: o Declining organization’s resources, changing pattern of resources allocation o Little/small promotions or advancement opportunity will encourage competition o Cultures characterized by low trust, role ambiguity, unclear performance evaluation systems, zero-sum reward allocation practices, democratic decision making, high pressures for performance, and self-serving senior managers o The less trust within the organization, the higher the level of political behavior

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Causes and Consequences of Political Behavior  Organizational factors: o The greater the role ambiguity, the more employees can engage in unnoticed political activity. o The more organizations use subjective criteria in the appraisal, emphasize a single outcome measure, or allow significant time to pass between the time of an action and its appraisal, the greater the likelihood that an employee can get away with politicking. o Employees see the people on top engaging in political behavior, and in doing so they are rewarded, then it show that politicking is allowed

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Response to Organizational Politic

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Response to Organizational Politic  Defensive behavior o People who see politic as a threat often respond with defensive behavior o In short run defensiveness protects their self-interest, but in the long run it wears them down

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Response to Organizational Politic  Defensive behavior

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IMPRESSION MANAGEMENT  IM: The process by which individuals attempt to control the impression others form of them  People have an ongoing interest in how others perceive and evaluate them,  Intended to make them more attractive to others.  Being perceived positively by others should have benefits for people in organizations  High self-monitors are good at reading situations and molding their appearances and behavior to fit each situation 11/11/2013

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IMPRESSION MANAGEMENT  IM technique: o Conformity. Agreeing with someone else’s opinion to gain his or her approval is a form of ingratiation. Ex: A manager tells his boss, ―You’re absolutely right on your reorganization plan for the western regional office. o Favors. Doing something nice for someone to gain that person’s approval is a form of ingratiation. Ex: A salesperson says to a prospective client, ―I’ve got two tickets to the theater o Excuses. Explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament is a defensive IM technique. Ex: A sales manager says to her boss, ―We failed to get the ad in the paper on time, but no one responds to those ads anyway.‖ 11/11/2013

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IMPRESSION MANAGEMENT  IM technique: o Apologies. Admitting responsibility for an undesirable event and seeking to get a pardon for the action is a defensive IM technique. Ex: An employee says to his boss, ―I’m sorry I made a mistake on the report. Please forgive me.‖ o Self-Promotion. Highlighting one’s best qualities, downplaying one’s deficits, & calling attention to one’s achievements is a self-focused IM technique. Ex: A salesman says, ―Matt worked unsuccessfully for three years. I sewed it up in six weeks. o Enhancement. Claiming that something you did is more valuable than most other members of the organizations is a self-focused IM technique. Ex: A journalist says, ―My work on this celebrity divorcePartono story was really 11/11/2013 - Universitas TELKOM a major boost‖ 26

IMPRESSION MANAGEMENT  IM technique: o Flattery. Complimenting others about their virtues in an effort to make oneself appear perceptive and likeable is an assertive IM technique. Ex: A sales trainee says to her peer, ―You handled that client’s complaint so tactfully!‖ o Exemplification. Doing more than you need to in an effort to show how dedicated and hard working you are is an assertive IM technique. Ex: An employee sends e-mails from his work computer when he works late so that his supervisor will know how long he’s been working

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The Ethics of Behaving Politically  No clear-cut ways to differentiate ethical from unethical politicking  One thing to keep in mind is whether it’s really worth the risk o What is the utility of engaging in the behavior? o Does the utility balance out any harm done by the action? o Does the action conform to standards of equity and justice?

 Powerful people can become very good at explaining selfserving behaviors in terms of the organization’s best interests. They, persuasively can argue that unfair actions are really fair and just 11/11/2013

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For Your Life  If you have a strong power base, recognize the ability that power tend to corrupt.  REMEMBER, that it’s a lot easier for the powerless to act ethically  When you are on top, then the real challenges arise  Create your own value, defend it with your will

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Istana Pagaruyung Bukittinggi, April 2013

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DRESSED 4 SUCCESS        

Conduct a brief review after every class. Complete the assigment on time. Prepare and conduct the presentation seriously Pay full attention about what the class discussed Make notes to help understand the lecture. Read & understand the main references/books Look for the other lecture materials from other class Keep 100% attendance

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