9061 MBR

1. 9061 MBR Spring 2012: Intra-organizational relationships continued... Lecture 19 Power Lecture 20 Political Behaviour (and conflict) Lecture 21 Revision

2. Lecture 20 Organisational Politics Aims: Consider the extent to which political behaviour in organisations can be expected. Identify some factors which influence the extent of micro-politics. Some political strategies. Organisational misbehaviour and its treatment. N.B. This is not a ‘master-class’!

3. What is it? • “Political behaviour concerns the actions that individuals take to influence the distribution of advantages and disadvantages within their organizations.” Buchanan & Huczynski (2010), p.711. • Political behaviour = “activities that are not required as part of ones formal role within the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.” Robbins & Judge (2009), p.495. Legitimate or illegitimate behaviour ...whistle-blowing?

4. Organisational Politics Robbins (reading pack.) • Politics a fact of life...ignore it at your peril. Possible but unlikely for organisations to be ’politics’-free. • Formal v informal organisation

5. Inevitable? Watson (2006) • Humans continually strive to establish who they are and to improve their (and family’s) material requirements. • The way organisations are typically set up (hierarchy and sub-units.) • Ambiguity and uncertainty running through organisations.

6. Defining a generation Whyte’s Organization Man (1956) • Subordination to corporate life. • Full loyalty. • Career ladder. • Leading to self-serving and face-saving behaviour. • Of its time?

7. Inevitability of political behaviour? Machiavellian personality type. • ‘Whatever it takes.’ • Manipulative. • Strategic. • Persuasive. • Emotionally controlled. • But... just one (extreme) type.

8. People’s Basic Values May Also Influence • Schwartz (1992) 6 (of 10.) • Power. • Achievement. • Benevolence. • Conformity. • Hedonism. • Universalism.

9. Context Also Very Important • Declining resources (e.g. reductions in staff) • Zero-sum rewards and competitive organisational cultures (Heinz-Wolf Jager?) • Pressures from stakeholders. • Low-trust (history.) • Sub-units within a structure..or a client-based project structure

10. Political Skills • Diagnostic • Tactical • Interpersonal E.G. Kanter (1983): successful managers keep power invisible...participation is perceived to stem from commitment or conviction rather than from power being exercised.

11. Strategies (1) Macmillan (1978). Inducement = positive outcome Coercion = negative outcome Persuasion = positive outcome Obligation = negative outcome Based on interpersonal level of power.

12. Strategies (2) Pfeffer (1981) • Selective use of objective criteria: pretence of science. • Controlling the agenda. • Legitimisation through use of outside experts. • Building alliances/coalitions. • Use of promotions. • Control access to decision-makers. These strategies based on second-level power

13. Other less textbook strategies and tactics – see Reading Pack • Image building (gender-linked.) • Scapegoating. • ‘Kissing up’. • Disposal of enemies. • Covering your rear (CYA). • Keep a ‘dirt file’. • Whistle-blowing.

14. Ethics of Political Behaviour? It all depends viz Week 2. Deontological or utilitarian or character virtue

15. Understanding Misbehaviour Positive competition seen as good or ‘functional’. Unitary view... Or pluralist... implied in Lectures 19 & 20? Radical or class-based conflict still – or increasingly – relevant?

16. Understanding micro-level misbehaviour. • Unitary • Pluralist • Radical • Note the ethical theme once more

17. Cross-cultural global dimensions? • Hofstede ‘low’ and ‘high’ power distance • Trompenaars relationship v rules cultures • Some possible differences in power and political behaviour between cultures

18. Summary. • Political behaviour...power in action. • Such is life? • Individual differences – personality and values • Context (if the ‘cake’ gets smaller) • Many strategies • Ways of understanding and dealing with the phenomenon.