Management and Organization Behavior

Dr. Leigh Stelzer

REFERENCE OUTLINE: Power and Political Behavior, W&N, Chapter 16

Objectives:

Organization politics.

 Power is the ability to get someone to do something he otherwise would not do. Power is relational and interpersonal. Power relies on consent. Power is contingent. There is no power if the other refuses to go along. The question of power then becomes how to get others to do what you want them to do. What is it about the other -- THE TARGET-- and your relation to him /her that he/she agrees to your exercise of power? What is it that the source has and the target is looking for? Note: people over whom you have power have expectations of you. In some cultures, when you are the weaker party, the stronger party must protect you. The Chinese emperors gave gifts to foreigners who kow-towed. Was Russia destroyed trying to meet the demands of its eastern European colonies?

There are five interpersonal sources of power (W&N. p. 645). You must know each and an example to help you.

What makes power legitimate? The target accepts the positional authority,

(The right of the power wielder based on his/her position in the organization).

Process of Power

We usually think that the process of power is limited to compliance: We accede to the target's will in exchange for a reward or to avoid punishment. Quid pro quo. But consider two other processes.

Identification is when we agree to the target because we identify with him/her. We want to establish or maintain a relationship with the target. Referent power uses the identification process.

Internalization is when we share the target's goals. We agree because we have the same goal. Expert and legitimate power use internalization to get the target to do the right thing.

Structural and situational sources: resources, knowledge, decision making, networks. See also substitutability . Everything else being equal, the higher the substitutability of the services or activities of a group, the less is its power within the organization.

See uncertainty absorption: Defining the situation for the other, setting the premises, are forms of power. Powerful departments (people) are relevant, central, and critical to others. Recall communication networks. Some members are central/critical.

Perhaps the target is indifferent; Within his/her zone of indifference (acceptance) the target accepts influence without questioning.

Consider networks as a sources of power. Identify connecting links: information, supply, support. Networking involves cultivating contacts to gain information and resources. The network perspective on power views lower level employees as powerful. Lower level employees have structural power. Also have expert power. The power of staff. Don't lower level employees have all the power? Power has been pushed downward.

Scope or arena of power refers to jurisdiction. People who are powerful in one arena (dept., company) may not be powerful in another arena.

Influence strategies:. Should you reason (rational , bargain, or order)? Depends on whether you have positional/ legitimate power and other factors.

Reciprocity implies you have something to exchange.

Empowerment. One way to get power is to give it to others.

Organizational politics and political behavior.

What is the role of power in organizational goal setting? Good, bad or inevitable?

Power tactics, traits, opportunities (circumstances).

Organizational politics has a negative connotation. However, you must consider that given differences of opinion, conflicting goals, and limited resources, members of the organization will attempt to exercise power to get what they need to succeed. What circumstances increase the likelihood that a decision will be made on the basis of politics?

A key ethical issue is whether power is used for personal enhancement or to achieve organization goals. Can you separate leaders from their organizations?