OB power and politics.pptx edgewhgfdhbfd

power and politics

1. BA 313 - ORGANIZATIONAL BEHAVIOR Reporter: Angelica L. Dabon , LPT Professor: Dr. Stella C. Flores Topic: Power & Politics

2. Power Refers to the ability or capacity of individuals or groups to influence, control, or make decisions that affect the actions, outcomes, and behavior of others within an organization. This can manifest through formal authority, control of resources, access to information, or personal charisma, among other means. Organizational politics often involves the strategic use of power to advance personal or group interests within the organization.

3. Five Basis of Power Coercive Power Reward Power Legitimate Power Expert Power Referent Power

4. "Five Bases of Power" 1. Coercive Power -Power that is based on fear -Coercive power is based on the capacity to punish or impose negative consequences on others if they do not comply with one's directives. It uses threats and punishments to gain compliance and control in different contexts.

5. 2.Reward Power -Compliance is achieved based on distributing rewards that others view as valuable. -This power is derived from the ability to provide rewards, such as promotions, pay raises, or other incentives, in exchange for compliance or specific behaviors.

6. "Five Bases of Power" 3. Legitimate Power The power a person receives due to their position on the formal hierarchy of an organization where individuals or leaders hold positions that give them the right to make decisions and expect obedience. It is often associated with hierarchical structures in organizations. Examples: Political figures, Government officers, Police, Teachers, Principals, Student Council Officers

7. "Five Bases of Power" 4.Expert Power Expert power is grounded in an individual's knowledge, skills, or expertise in a particular domain. It involves influencing others by providing valuable information or solutions. Examples: Surgeon, mentor

8. "Five Bases of Power" 5. Referent Power Referent power is tied to an individual's likability, charisma, or the extent to which others admire and want to be like them. It's about influence based on the attractiveness of one's character or personality. Example: Popular Celebrity, Charismatic Leader

9. Effects of Power on Those Who Hold Power Positive Effects 1.Increased Confidence and Self-Esteem: Perceived control over situations or people can lead to greater self-confidence. Example: A manager who can make decisions and delegate tasks may feel more empowered and confident in their abilities. 2.Sense of Responsibility and Purpose: Power often comes with greater responsibility, which can foster a sense of purpose and fulfillment. Example: Political leaders or CEOs may feel a sense of duty and commitment to their followers or employees. 3.Better Access to Resources and Opportunities: Those in power typically have greater access to resources (financial, social, or informational) and opportunities. Example: Leaders or decision-makers in organizations can secure funding, access exclusive networks, or promote new initiatives that benefit both themselves and others.

10. Effects of Power on Those Who Hold Power Negative effects 1. Corruption and Abuse of Power: Power, when unchecked or abused, can lead to corruption and unethical behavior. Example: Leaders who feel invincible or unaccountable may make self-serving decisions, use their position for personal gain, or mistreat subordinates. 2. Overconfidence and Hubris: With power, people may develop an inflated sense of their own importance, often referred to as "hubris." This can lead to poor decision-making, a lack of empathy, and an inability to accurately assess risks or consequences. Example: Political leaders or CEOs who become overly self-assured and ignore feedback or opposing viewpoints may lead their organizations or nations into poor decisions.

11. Effects of Power on Those Who Hold Power Negative Effects 3. Decreased Empathy and Social Sensitivity Research suggests that people in positions of power may become less empathetic toward others, particularly those who are lower in the social hierarchy. The power-holder may become less attuned to the needs, emotions, and concerns of others. Example: A manager with too much power might fail to understand the struggles of their team, leading to poor team morale or burnout. 4.Dependence and Lack of Initiative When subordinates are overly dependent on their leaders for direction and decision-making, they may fail to develop critical thinking or problem-solving skills. Example: Employees may wait for instructions on every task and fail to take proactive steps or innovate on their own.

12. Effects of Power on Those Who Hold Power Negative effects 5.Resentment and Resistance: If those subject to power perceive it as illegitimate, unfair, or oppressive, they may experience resentment and resistance. This can manifest as passive-aggressive behavior, low morale, or even active rebellion. Example: Workers in a highly authoritarian environment may start to disengage, exhibit low motivation, or leave the organization due to dissatisfaction with the leadership. 6.Fear of Reprisal and Retaliation: Subordinates who feel that power holders are unapproachable or punitive may experience fear and anxiety, particularly in environments where authority is abused. This fear can stifle creativity and honesty. Example: Employees may withhold feedback or ideas because they fear retribution from a domineering boss.

13. Positive Effects 1. Increased Security and Stability: Those who are subject to authority often benefit from the clear structure and security that comes with having a powerful figure above them. Example: Employees might feel secure in knowing that their manager is there to guide them through challenges. 2. Support and Guidance: When leaders use their power constructively, they can provide support, mentorship, and resources to their subordinates. Example: A mentor or supervisor using their power to guide a team member's career progression can have a positive developmental impact on the subordinate. Effects of Power on Those Who Are Subject to Power (Subordinates)

14. Effects of Power on Those Who Are Subject to Power (Subordinates) Positive Effects 3. Clear Expectations and Direction: Power holders often set clear expectations for behavior and performance. Subordinates who understand their roles and know what is expected of them can be more productive and focused, as there is less ambiguity. Example: A clear chain of command and regular feedback from managers help employees align their efforts with organizational goals.

15. Effects of Power on Those Who Are Subject to Power (Subordinates) Negative Effects Lack of Autonomy and Disempowerment: Subordinates may feel disempowered or constrained by the authority of those above them. The lack of autonomy can lead to frustration, disengagement, and reduced motivation. Example: Employees who are micromanaged or denied input in decision-making may feel like their voices don't matter, which can lead to resentment and poor morale. Stress and Anxiety: Power disparities often lead to stress for those on the lower rungs of a hierarchy. Subordinates may feel pressure to meet expectations, fear retaliation for making mistakes, or experience anxiety about their job security. Example: Employees may feel anxious if they perceive their boss as unpredictable or overly authoritative, fearing negative consequences for minor mistakes or differences in opinion.

16. Effects of Power on Those Who Are Subject to Power (Subordinates) Power Distance : In some cultures or organizational structures, there is a pronounced power distance , where employees remain distant and deferential to those in authority. This can create a gap in communication and hinder effective feedback or collaboration. Example : In organizations with a high power distance, subordinates may hesitate to offer constructive feedback, raise concerns, or question decisions made by upper management, leading to less innovation and a lack of accountability. Fear-Based Performance : In a power dynamic where fear of punishment or failure dominates, employees may prioritize avoiding mistakes over achieving excellence, leading to a risk-averse, low-innovation work environment. Example : Employees working under a manager who punishes failure might become excessively cautious, resulting in missed opportunities for creativity, growth, and problem-solving.

17. Organizational politics refers to the use of power, influence, and social dynamics to achieve personal or professional objectives within a workplace or organizational setting Political behavior in organizations consists of activities that are not required as part of an individual’s formal role but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. Political behavior is sometimes be subtle and unspoken, it often involves maneuvering behind the scenes, influencing decision-makers, managing relationships, and navigating power structures to gain advantage or achieve specific goals. Organizational Politics

18. Types of Organizational Politics 1. Legitimate Politics : Actions that are within the bounds of organizational norms but are strategically employed for personal or team advancement. 2. Covert Politics : Hidden or indirect actions that may not be immediately visible but are designed to subtly influence decisions or gain power. 3. Manipulative Politics : Underhanded tactics such as gossip, misinformation, or backstabbing that manipulate others for personal advantage. 4. Collaboration Politics : Building alliances and working with others to collectively achieve a desired outcome that benefits multiple parties, rather than just an individual.

19. Individual Factors - employees who are high self-monitors, possess an internal locus of control, and have a high need for power are more likely to engage in political behavior. They believe they can control their environment, individuals with an internal locus of control are more prone to take a proactive stance and attempt to manipulate situations in their favor. Causes and Consequences of Political Behavior

20. Organizational Factors - when an organization’s resources are declining, when the existing pattern of resources is changing, and when there is an opportunity for promotions, politicking is more likely to surface. Cultures characterized by low trust, role ambiguity, unclear performance evaluation systems, zero-sum (win–lose) reward allocation practices, democratic decision-making, high pressure for performance, and self-serving senior managers will create breeding grounds for politicking. Causes and Consequences of Political Behavior

21. How Do People Respond to Organizational Politics?

22. Conclusion: Is Political Behavior Ethical? In summary, political behavior in organizations is neither inherently good nor bad—it depends on how it is executed. Ethical political behavior is transparent, fair, respectful, and aligned with both personal and organizational goals. On the other hand, when political tactics are employed with deceit, exploitation, or manipulation, they cross into unethical territory. By understanding and adhering to ethical principles, individuals can engage in organizational politics in ways that benefit both their personal careers and the overall success of the organization.