Chapter 10 Organizational Power and Politics

1. � McGraw-Hill Companies, Inc., 1999 1 Chapter 10Organizational Power and Politics John M. Ivancevich Michael T. Matteson

2. � McGraw-Hill Companies, Inc., 1999 2 Learning ObjectivesSlide 1 of 2 Distinguish between the terms influence and power. Identify five interpersonal power bases. Describe three forms of structural power. Discuss the concepts of powerlessness and empowerment. Identify the contingencies that influence subunit power.

3. � McGraw-Hill Companies, Inc., 1999 3 Learning ObjectivesSlide 2 of 2 Explain what is meant by the term illusion of power. Describe several frequently used influence tactics. Discuss the criteria for determining ethical behavior. Identify the considerations involved in using power effectively.

4. � McGraw-Hill Companies, Inc., 1999 4 Power Defined

5. � McGraw-Hill Companies, Inc., 1999 5 Sources of Power

6. � McGraw-Hill Companies, Inc., 1999 6 Interpersonal Sources of PowerSlide 1 of 3 Legitimate Power Capacity to influence derived from the position of a manager in the organizational hierarchy. Subordinates believe that they �ought� to comply. Reward Power An influence over others based on hope of reward.

7. � McGraw-Hill Companies, Inc., 1999 7 Interpersonal Sources of PowerSlide 2 of 3 Coercive Power Influence over others based on fear. A subordinate perceives that failure to comply with the wishes of a superior would lead to punishment of some other negative outcome. Expert Power Capacity to influence related to some expertise, special skill, or knowledge.

8. � McGraw-Hill Companies, Inc., 1999 8 Interpersonal Sources of PowerSlide 3 of 3 Referent Power Power based on a subordinate�s identification with a superior. The more powerful individual is admired because of certain traits, and the subordinate is influence because of this admiration.

9. � McGraw-Hill Companies, Inc., 1999 9 Structural Sources of PowerSlide 1 of 2 Resources Power occurs when a person has open channels to resources - money, human resources, technology, materials, customers, and so on. Decision-Making Power The degree to which individuals or subunits can affect decision making determines the amount of power required.

10. � McGraw-Hill Companies, Inc., 1999 10 Structural Sources of PowerSlide 2 of 2 Information Power Having access to relevant and important information is power.

11. � McGraw-Hill Companies, Inc., 1999 11 Empowerment Defined

12. � McGraw-Hill Companies, Inc., 1999 12 The Process of Empowerment

13. � McGraw-Hill Companies, Inc., 1999 13 Exhibit 9.2: A Strategic Contingency Model of Subunit Power

14. � McGraw-Hill Companies, Inc., 1999 14 Coping with Uncertainty

15. � McGraw-Hill Companies, Inc., 1999 15 Components of Subunit Power

16. � McGraw-Hill Companies, Inc., 1999 16 Political Strategies and Tactics What is Political Behavior in an Organization? Behavior that usually is outside the legitimate, recognized power system. Behavior that is designed to benefit an individual or subunit, often at the expense or the organization in general. Behavior that is intentional and is designed to acquire and maintain power.

17. � McGraw-Hill Companies, Inc., 1999 17 Exhibit 10.4: Personal Characteristics of Effective Organizational Politicians

18. � McGraw-Hill Companies, Inc., 1999 18 �Playing Politics� in an OrganizationSlide 1 of 2 Game Playing Political behavior in organizations has been described by many researchers in terms of game playing. Political Influence Tactics Individuals and groups engage in political behavior in order to influence the perceptions or behavior of other individuals and groups.

19. � McGraw-Hill Companies, Inc., 1999 19 �Playing Politics� in an OrganizationSlide 2 of 2 Impression Management A political strategy which refers to actions individuals take to control the impressions that others form of them. It represents a deliberate attempt to leave a desirable impression on others. The desired impression may or may not be an accurate one.

20. � McGraw-Hill Companies, Inc., 1999 20 Exhibit 10.5: Frequency of Outcomes for the Use of Political Influence Tactics

21. � McGraw-Hill Companies, Inc., 1999 21 Criteria for Ethical BehaviorSlide 1 of 2 Criterion of Utilitarian Outcomes The manager�s behavior results in optimization of satisfaction of people inside and outside the organization. In other words it results in the greatest good for the greatest number of people.

22. � McGraw-Hill Companies, Inc., 1999 22 Criteria for Ethical BehaviorSlide 2 of 2 Criterion of Individual Rights The manager�s behavior respects the rights of all affected parties. In other words, it respects basic human rights of free consent, free speech, freedom on conscience, privacy, and due process. Criterion of Distributive Justice The manager�s behavior respects the rules of justice. It does not treat people arbitrarily but rather equitably and fairly.