Power, tactics and politics

Power, power tactics, politics, sexual harassment,latest research insights

1. Power, Influence Tactics and Organizational Politics Prepared by: Arindam Bhattacharjee Research Intern at IIM Kozhikode MBA 1 st year, NIT Rourkela

2. Introduction Source : American sitcom-Game of Thrones

3. A Definition of Power

4. Leadership vs Power

5. Bases of power

6. Formal power Formal Power: Formal power is based on an individual’s position in an organization. It can come from the ability to coerce or reward, or from formal authority.

7. Personal power

8. MODEL OF POWER IN ORGANIZATIONS Sources of power Sources of power Legitimate Reward Coercive Expert Referent Power over others Contingencies of power Substitutability Centrality Discretion Visibility Formal Power Personal Power

9. Commitment Consequences of power Reward Power Legitimate Power Coercive Power Expert Power Referent Power Resistance Compliance Sources of Power Consequences of Power

10. Empowerment The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work . Power as an expanding pie : With empowerment, employees must be trained to expand their power and their new influence potential. Empowerment changes the dynamics between supervisors and subordinates. 10

11. The Evolution of Power: From Domination to Delegation None High Degree of Empowerment Domination Consultation Participation Delegation (Influence Sharing) Manager/leader consults followers when making decisions (Power Sharing) Manager/leader and followers jointly make decisions (Power Distribution) Followers are granted authority to make decisions (Authoritarian Power) Manager/leader impose decisions

12. Power It is the ability to influence others as shown in the caption below :

13. Dependence : The key to power Dependence increases when the resource you control is important, scarce, and not substitutable.

14. Resource desired by person B Person B’s countervailing power over Person A Person A Person A’s control of resource valued by person B Person B Person A’s power over Person B POWER AND DEPENDENCE

15. Influence/Power tactics P ower tactics : Ways in which individuals translate power bases into specific actions.

16. Power/Influence tactics

17. Influence process The psychological explanation for interpersonal influence involves the motives and perceptions of the target person in a relation to the actions of the agent and the context in which the interaction occurs.

18. INSTRUMENTAL COMPLIANCE Target carries out a requested action for the purpose of obtaining a tangible reward.

19. INTERNALISATION The target commits and supports the proposals made by the agent.

20. PERSONAL IDENTIFICATION Target imitates the agents behavior to please agent and to be like the agent.

21. CONSEQUENCES OF INFLUENCE TACTICS Resistance Compliance Commitment Silent authority Persuasion Ingratiation & Impression management Exchange Upward appeal Coalition formation Information control Assertiveness Soft influence tactics Hard influence tactics

22. Power tactics: Points to remember

23. Power tactics: What not to do?

24. Power distance

25. Power distance

26. Sexual harassment: Unequal power in workplace

27. Sexual harassment: Statistics

28. ORGANIZATIONAL POLITICS Organizational Politics : Behaviors that others perceive as self-serving tactics for personal gain at the expense of other people and possible the organization. More prevalent when scarce resources are allocated using complex and ambiguous decisions and when the organization tolerates or rewards political behavior. Individuals with a high need for personal power, an internal locus of control, and strong Machiavellian values have a higher propensity to use political tactics.

29. CONDITIONS FOR ORGANIZATIONAL POLITICS Conditions Supporting Organizational Politics Scarce Resources Complex and Ambiguous Decisions Tolerance of Politics Organizational Change

30. What influences political behavior?

31. Response of employees towards politics

32. Defensive behaviors W hen employees see politics as a threat, they often respond with defensive behaviors —reactive and protective behaviors to avoid action, blame, or change.

33. Impression management (IM) The process by which individuals attempt to control the impression others form of them is called impression management (IM) .

34. IMPRESSION MANAGEMENT TACTIC Intended to influence people to like the agent.

35. MINIMIZING ORGANIZATIONAL POLITICS Leaders as role models Manage team norms Free flowing information Manage change effectively Introduce clear rules Support values that oppose politics

36. Conclusion: Managing organizational politics effectively Learn the culture and the “Rules of the Game” for success in the organization Establish credibility and an overall positive impression in the eyes of others in the organization Build a base of support by networking , forming alliances , etc., with key players Create and implement formal and clear policies , procedures , etc., to reduce ambiguity Be open and visible with employees when dealing with key issues that affect them Act in ways consistent with what is verbally communicated to e mployees (Walk the Talk) Use defensive behaviors as protection against dirty political players in the organization

37. Latest research insights : Research findings Title of research paper Name of Author(s) Name of Journal Year of publication Organizational politics impacts budgetary slack creation in public organizations Do organizational politics and organizational commitment affect budgetary slack creation in public organizations? Emine Yılmaza et al Procedia 2014 Effective organizational change requires considerable use of power and politics Power and politics in organizations: implications for OD professional practice Fred Ochieng Walumbwa Human Resource Development International 2006 (online) Organizational politics and personality traits were associated with workplace victimization Do Personality and Organizational Politics Predict Workplace Victimization? A Study among Ghanaian Employees Francis Annor et al Safety and Health at Work 2016

38. Latest research insights : Research findings Title of research paper Name of Author(s) Name of Journal Year of publication Organizational justice perceptions are related to rational and coalition tactics through LMX Justice perceptions, leader-member exchange, and upward influence tactics Ethlyn A. Williams et al Leadership & Organization Development Journal 2016 Israeli case exemplifies why politics in organizations is by no means one-dimensional Organizational politics and human resource management: A typology and the Israeli experience Amos Drory et al Human resource management review 2010

39. References : Stephen Robbins, Organizational Behavior,Chapter-13,15 th Edition www.slideshare.com

40. 40 Thank you