POWER

1. POWER • Power refers to the potential or actual ability to influence others in a desired direction. It is the ability of a person (group) to induce another person (group) to behave in a way that the former desires. • Power can be categorized in two types: • Formal Power • Informal Power

2. POWER COMPONENTS Coercive Power : By threat or warning. Reward Power: By providing rewards Legitimate Power: By position and belief that some things are supposed to be done when told by a person in that position. Information Power: By access to and control over information FORMAL POWER (By virtue of position)

3. POWER COMPONENTS Expert Power: Possessing experience, knowledge or judgment other person lacks, but needs Rational Power: By using logical arguments. Referent Power: Ability of a leader to influence followers because of followers’ loyalty, respect, friendship, admiration, affection etc Charismatic Power: By exceptional personal qualities or extra-ordinary insight and accomplishment PERSONAL POWER (Depend on person)

4. POWER Influence • The purpose of power is to influence people. • There are eight basic types of influence tactics used in organizations and these are considered to be political activities in management science.

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9. POWER EMPOWERMENT • Generally organizations use less than 20% of the capabilities of their employee’s potential (Gallup Research) • Employee potential can be increased by creating an environment in which the employee can learn, grow and give their best. • Employee should go to extra mile expending their discretionary energy for the sake of the organization. • Identifying the untapped potential and developing it are the key competitive strengths of many organizations now.

10. POWER Indicators of organization without empowerment Blaming & victim mentality Fear of making decisions Lack of participation in decision making New ideas not taken seriously Leaders Vs Employees mindset Distrust and cynicism Apathy and burnout Thoughts or feelings not freely expressed for fear of repercussion Learning and growth opportunities not actively pursued Gossip and back biting People feel unappreciated Lack of recognition for contributions Top talent leaving for better opportunities or work environment

11. POLITICS(Power in Action)

12. Organizational politics refers to the use and manipulation of situations, power and people to secure position and gain from situation. • It may done by letting others down and by increasing their own power, image and status in the organization. • Politics can be a well played game inside the organization by a single player or a group (team) together.

13. D. Farrell and J.C.Petersen define political behavior in organization as” those activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization” • It is the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through non-sanctioned means and the art of creative compromise among competing interests.

14. The above definition point out the following: • Political behavior fall outside the ambit of one’s specified job requirements • It includes efforts to influence the goals , criteria or processes employed for decision making • It includes a variety of political behaviors such as withholding vital information from decision makers , whistle-blowing, spreading rumors, leaking confidential information etc

15. It is practically impossible to make a workplace free from politics, but the organization and employees should follow certain ethics to make the workplace more healthier.

16. 1. LIVING AT PEACE WITH OTHERS • The easiest way to avoid problems with politics is to get along with people. • You can be pleasant and professional and at the same time assertive If there is a concern, then focus only on the issue and not on the person. If you refuse a request, tell why and try to come up with alternative solutions

17. 2. KEEP THE TALK INSIDE • Keeps the issues and discussion inside the organization • Bad mouthing harms you as much as it harms the organization

18. 3. BE HELPFUL • We all have responsibilities and objectives. • But by being helpful we can reap benefits • This helps us to build a political capital and loyalty • This reduces the chance of being a victim to the political intrigue

19. 4. STAY AWAY FROM GOSSIP • Gossip destroys the happy atmosphere in an office and hence try to stay away from it. • Don’t lecture on it to colleagues or subordinates but subtly change the subject

20. 5. Avoid the talking-ill-of-the-boss sessions • If you join such group, it makes you look disloyal to the boss and if you don’t, it looks awkward in the group • Try to change the topic

21. 6. BE STRAIGHT FORWARD • Be straight forward • Do what you say you’re going to do, alert people to problems, and admit your mistakes • Open stand get resistance as well as support

22. 7. Address issue of politics openly when appropriate Always a keep of record of the matter in written format Documents are proofs and also serve as a record of accomplishments 8. Document things

23. Incentives should be given on the basis of justice in the organization If we reward employees in a department based only on how well that department does, we may inadvertently cause destructive competition among departments. 9. Self Incentive to Foster Teamwork

24. People in organization look to leadership to see how to act. In order to avoid negative politics, the manager should set himself as an example to follow. 10. Set an Example

25. Organizational Conditions Encouraging Political Activity • Unclear Goals • Autocratic Decision Making • Ambiguous Line of Authority • Scarce Resources • Uncertainty

26. Types of Political Behavior • Political Behavior can be: • Legitimate • Illegitimate

27. Legitimate • Legitimate political behavior refers to normal everyday politics such as: • Complaining to your superiors • Bypassing the chain of command • Forming coalition with others etc • Obstructing organizational policies • Excessive adherence to rules • Developing contacts outside the organization through one’s professional activities

28. Illegitimate • Illegitimate political behaviors are those activities that violate the implied rules of the game inside the organization such as: • Sabotage • Whistle-blowing • Symbolic protests • Group simultaneously applying for leave

29. Organizational Politicians:Maccoby’s Four Political Types • Michael Maccoby describes four types of organizational politicians (Book: The Gamesman). They are: • The Craftsman • These people are driven by achievement and are least political in character in the organization. • They are technical experts who always like to have precision and details of the work • They are quiet, sincere, modest and practical

30. Maccoby’s Political Types 2. The Jungle Fighter • They are the apt people who are active politicians in the organization • They are not afraid of their steps • They believe strongly that employees should be used to get ahead in the company • They desire success at any cost • There are two types of jungle fighters.

31. Maccoby’s Political Types • Types of Jungle Fighters” • Foxes : Make their nests in the organization and operate from safe base only • Lions: They conquer other territories and build empires.

32. Maccoby’s Political Types 3. Company Man or Women • These are conservative people • Possess strong desire for affiliation and may not show any political behavior openly • They believe in associating with powerful and protective company • Their major concern is about people • They are more involved with security than mere success.

33. Maccoby’s Political Types 4. The Gamesman • The gamesman are real politicians • They view business as a game and take calculated risk • They are charismatic, thrives on challenge and competition • They motivate employee with enthusiasm

34. Organizational Politics and Job Satisfaction • Research evidence indicates that the perception of organizational politics is negatively related to job satisfaction. • The perception of politics leads to anxiety and stress and it becomes too difficult to handle, people may quit organizations. • Thus it may become a de-motivating factor and the performance of people will be affected adversely

35. Organizational Politics and Job Satisfaction • The effect of politics is moderated by the individual’s knowledge about decision making system in the organization and his/her political skills. Studies reveal the following in connection with the above: • High politically skilled individual shave improved performance • Low politically skilled individuals often respond with defensive behaviors to avoid action, blame or change.

36. POLITICS(People’s Techniques and Response)

37. POLITICAL LABEL “EFFECTIVE MGMT LABEL” Fixing Responsibility Developing Working Relationship Demonstrating Loyalty Documenting Decisions Encouraging Change & Innovation Facilitating Team Work Improving Efficiency Planning Ahead Competent and Capable Career Minded Astute Practical Minded Confident Attentive to Detail • Blaming Others • “Kissing Up” • Apple Polishing • Covering Your Ear • Creating Conflict • Forming Coalitions • Whistleblowing • Scheming • Overachieving • Ambitious • Opportunistic • Cunning • Arrogant • Perfectionist

38. How Do People Respond To Organizational Politics? Decreased Job Satisfaction Increased Anxiety & Stress Organizational Politics Threatens Employees Increased Turnover Reduced Performance

39. DEFENSIVE BEHAVIORS AVOIDING ACTION DEFENSIVE BEHAVIOR AVODING BLAME AVODING CHANGE

40. Defensive Behaviors • AVOIDING ACTION • Overcoming: Strictly interpreting responsibility by saying things like “the rules clearly states…..” or “This is the way we have always done it”. • Buck passing: Transferring responsibility for the execution of a task or decision to someone else. • Playing Dumb: Avoiding an unwanted task by falsely pleading ignorance or inability • Stretching: Prolonging a task so that one person appears to be occupied. • Stalling: Appearing to be more or less supportive publicly while doing little or nothing privately.

41. Defensive Behaviors • AVOIDING BLAME • Buffing : It describes the practice of rigorously documenting activity to project an image of competence and thoroughness. • Playing Safe: Evading situations that may reflect unfavorably. It includes taking on only projects with a high probability of success, having risky decisions approved by superiors, qualifying expressions of judgments and taking neutral positions in conflicts. • Justifying: Developing explanations that lessen one’s responsibility for a negative outcome and/or apologizing to demonstrate remorse.

42. Defensive Behaviors • Scapegoating: Placing the blame for a negative outcome on external factors that are not entirely blameworthy. • Misrepresenting: Manipulation of information by distortion, embellishment, deception, selective presentation or obfuscation. • AVODING CHANGE • Prevention: Trying to prevent a threatening change from occurring • Self Protection : Acting in ways to protect one’s self-interest during change by guarding information or other resources.