POWER POLITICES &OD

1. POWERPOLITICES &OD

2. Sharing power is a business necessity

3. THE CONCEPT OF POWER • Influence: a transaction in which person B is induced by person A to behave in a certain way • Power (Robert Dahl): A has power over B to the extent that he can get B to do something B would not otherwise do • POWER • the capability to get someone to do something • the potential to influence • INFLUENCE • the exercise of that capability • power in action

4. You may have power but not use it; on the other hand, you cannot influence anyone without power • It is important to stress that power is not an attribute of a particular person  it is an aspect of relationship that exists between two (or more) people. • No individual or group can have power in isolation; power must exist in relation to some other person or group. • Power relationships • symmetrical  both parties are equal or have the same amount of power • asymmetrical  one person in the relationship has more power than other

5. Motive: to satisfy personal interests Organizational politics Personal Characteristics Successful influence (had desired effect) POWER Organizational Position Unsuccessful influence (did not have desired effect) Legitimate behavior Motive: to satisfy organizational goals Social Influence, Power & Politics: How They Are Related ( Greenberg dan Baron, 2003)

6. WHERE DOES POWER COME FROM? INTERPERSONAL • Legitimate power • Reward power • Coercive power • Expert power • Referent power

7. INDIVIDUAL POWER • POSITION POWER • LEGITIMATE POWER • REWARD POWER • COERCIVE POWER • INFORMATION POWER • PERSONAL POWER • RATIONAL PERSUASION • REFERENT POWER • EXPERT POWER • CHARISMA TYPES OF INDIVIDUAL POWER: A SUMMARY ( Greenberg dan Baron, 2003)

8. INTERPERSONAL POWER • Legitimate power: capacity to influence derived from the position of a manager in the organizational hierarchy. Subordinates believe that they “ought” to comply. authority: the ability to influence others based on the perceived power of one’s position and role within an organization • Reward power: an influence over others based on hope of reward - • Coercive power: influence over others based on fear - • Expert power: capacity to influence related to some expertise, special skill, or knowledge • Referent power: power based on a subordinate’s identification with a superior -

9. Subordinates responses to different power sources • The use of legitimate or reward power will typically result in compliance – subordinates will obey your requests, but are unlikely to exert more than the minimal effort necessary • The use coercive power may result in resistance – subordinates may only pretend to comply with your requests, and they may openly resist • The use of expert and referent power frequently result in commitment – subordinates are likely to exert high levels of effort to accomplish what you ask, perhaps even exceeding what you requested

10. American CEOs: What are their power bases? • Source of power • Personality and leadership skills (83%) • Support of the board of directors (70%) • Support of senior colleagues (64%) • Expertise & knowledge (43%) • Management decision control (28%) • Support of the financial community (9%) • a survey of more than 200 American CEOs revealed that they obtain their power primarily by cultivating the support of others at different levels of the organization (source: based on data appearing in Stewart, )

11. WHERE DOES POWER COME FROM? • STRUCTURAL • Resources • Decision making power • Information power

12. STRUCTURAL POWER The structure of an organization is the control mechanism by which the organization is governed. Organizational structure creates formal power and authority by specifying certain individuals to perform specific tasks and make certain decisions. Structure also significantly impacts informal power through its effect on information and communication flows within the system. • Resources power stems from • access to resource, information, and support, and • the ability to get cooperation in doing necessary work Power occurs when a person has open channels to resources – money, human resources, technology, materials, customers, etc

13. STRUCTURAL POWER • Decision-Making Power The degree to which individuals or subunits can affect decision making determines the amount of power acquired. A person or sub unit with power can influence how the decision making process occurs, what alternatives are considered, and when a decision is made. Individuals who influence a decision making process and its outcomes may or may not have formal authority. • Information Power Knowledge: a conclusion or analysis derived from data and information. Having access to relevant and important knowledge information is power. Information is the basis for making effective decisions. Thus, those who possess information needed in order to make potential decisions have power. The powerful manager exist because s/he allocates required resources, makes crucial decisions, and has access to important information. The powerless manager lacks the resources, information, and decision making prerogatives needed to be productive

14. INTERDEPARTEMENTAL POWER • THE STRATEGIC CONTINGENCIES MODEL: POWER THROUGH DEPENDENCE Subunit Power, the power differential between subunits, is influenced by • the degree of ability to cope with uncertainty • the centrality of the subunit, and • the substitutability of the subunit

15. Contingency Examples • Preventing market share decline by product development • Providing future based predictions that are accurate • Absorbing problems from other units Capacity to reduce uncertainty Power acquired by subunit and power differentials • Being in an urgent or immediacy position • Located at center of work flow High organizational centrality • Possessing needed skills or expertise • Possessing only talents that are available to complete job Nonsubstitutable and Indispensable activities The Strategic Contingencies Model: Power Through Dependence

16. INTERDEPARTEMENTAL POWER • THE RESOURCE-DEPENDENCY MODEL: CONTROLLING CRITICAL RESOURCES • the view that power resides within subunits able to control the greatest share of valued organizational resource All subunits may contribute to an organization, but the most powerful are those that contribute the most important resources. Controlling the resources other departments need puts a subunit in a better position to bargain for the resources that it requires

17. Important Resources Production Accounting Marketing Unimportant Resources The accounting department would be more powerful than the production department or marketing department • Resources needed • Resources control The Resource – Dependency Model: An Example

18. EMPOWERMENT Empowerment a process of enhancing feelings of self efficacy among organizational members through the identification of conditions that foster powerless and through their removal by both formal organizational practices and informal techniques of providing efficacy information • encouraging and/or assisting individuals and groups to make decisions that affect their work environment • the passing of responsibility and authority from managers to employees (Greenberg & Baron, 2003)

19. No Empowerment (workers are not free to make any decisions about how to do their jobs) Total Empowerment (workers are free to do their jobs as they wish) POWER GIVEN TO WORKERS None A great deal The Empowerment Continuum: Relinquishing Control is a matter of degree(Greenberg & Baron, 2003)

20. Increasing your effectiveness in empowering others • When you delegate responsibility, make certain you are also delegating authority to go along with • Be prepared to give up your managerial “parent” role and assume a “partner” role • Assure your subordinates through words and deeds that it is OK to make mistakes • Information sharing is important. • Provide training opportunities so employees can develop skills to successfully perform new job responsibilities • Performance feedback is always important; it is particularly important for newly empowered employees.

21. What should you do tomorrow ? Communication competencies for managing interactively Interactive managers are able to: • Make people and their knowledge accessible throughout an organization or business web • Share power with people at all levels of an organization • Design on-line and physical environments that enhance collaboration • Create effective rituals and experiences that build cultures • Actively use key interpersonal skills • Make information available, useful, and enticing to variety of stakeholders • Use stories in innovative ways to both share and capture knowledge • Resolve hidden conflict between actions and words • Listen to whole organization • Engage people across organizational boundaries

22. SHARE POWER • Sharing power is a business necessity • Power follows ability, not seniority • Sharing power from above • Sharing power from below • Everyone is responsible for sharing power, not just leaders • Technologies such as e-mail, voting software, augmented meetings, and on line discussion groups can help you share power • Avoid paternalistic messages and show trust in employees by sharing information

23. POLITICAL STRATEGIES AND TACTICS Organizational Politics • Actions by individuals that are directed toward the goal of furthering their own self-interest without regard for the well-being of others or their organizations • all about actions not officially approved by an organization that are taken to influence others to meet one’s personal goals Political Behaviorbehavior outside the normal power system, designed to benefit an individual or a sub unit • Behavior that usually is outside the legitimate, recognized power system • Behavior that is designed to benefit an individual or subunit, often at the expense of the organization in general • Behavior that is intentional and is designed to acquire and maintain power

24. Research on Politics Study of political behavior – in the electronics industry in Southern California 87 managers: - 30 CEO - 28 higher level staff managers - 29 supervisors were interviewed and asked about a number of aspects organizational political behavior. Among other questions, the managers were asked to describe the personal characteristics of organizational members who were effective “politicians”

25. 13 Personal Characteristics of Effective Organizational Politicians: • Articulate (pandai mengemukakan pendapat) • Sensitive • Socially adept (memiliki kemampuan adaptasi tinggi) • Competent • Popular • Extroverted • Self confident • Aggressive • Ambitious • Devious (licik) • Organization person (memiliki bakat organisasi) • Highly intelligent • Logical

26. THE ANTECEDENTS OF POLITICS: WHY AND WHEN IT OCCURS Personal CharacteristicsHigh Machiavellianism High Self-Monitoring Ambition Extraversion Popularity Organizational Politics Organizational FactorsAmbiguous Roles, Goals Scarce Resources History of Political Behavior High Centralization Conflicting Goals Across Units or Subunits Organizational Maturity or Complexity

27. THE ANTECEDENTS OF POLITICS: WHY AND WHEN IT OCCURS • Personal and Organizational variables • Personal Characteristics: high Machiavellianism, high self-monitoring, ambition, extraversion, popularity • Organizational Factors: ambiguous roles, goals, scare resources, history of political behavior, high centralization, conflicting goals across units or subunits, organizational maturity or complexity • Politics in Human Resource Management • such as performance appraisal, personnel selection, and compensation decisions • Politics and the Organizational Life Span • the use of political practices in organizations is likely to be affected by its degree of maturity

28. POLITICAL TACTICS: WHAT FORMS DO THEY TAKE? • Gaining control over and selective use of information • Cultivating a favorable impression  image building ~ (1) dressing for success, (2) associating oneself with the successful accomplishments of others, (3) simply calling attention to one’s own successes and positive characteristics • Building powerful coalitions • Blaming and Attacking other: finding a scapegoat • Associating with powerful others • Creating obligations and using reciprocity

29. PLAYING POLITICS • Political Influence Tactics Individuals and groups engage in political behavior in order to influence the perceptions or behaviors of other individuals and groups Based on research  9 specific tactics used by individuals to influence their superiors, coworkers, and subordinates to do what they wanted to do: • Consultation • Rational persuasion • Inspirational appeals • Ingratiating tactics • Coalition tactics • Pressure tactics • Legitimating • Personal appeals • Exchange tactics

30. TACTICS OF SOCIAL INFLUENCE:GETTING TO “YES” • CONSULTATION: asking for participation in decision making or planning a change • RATIONAL PERSUASION: using logical arguments and facts to persuade another that a desired result will occur • INSPIRATIONAL APPEAL: arousing enthusiasm by appealing to another’s values and ideals • INGRATIATION: the process of getting someone to do what you want by putting that person in a good mood or getting her/him to like you • COALITION-BUILDING: seeking the assistance of others, or noting the support of others • PRESSURE: seeking compliance by using demands, threats, or intimidation • LEGITIMATING: pointing out one’s authority to make a request, or verifying it is consistent with prevailing organizational policies and practices • PERSONAL APPEAL: appealing to another’s feelings of loyalty and friendship before making a request • EXCHANGE: promising some benefits in exchange for compliance with a request

31. PLAYING POLITICS • Impression Management  the actions individuals take to control the impressions that others form of them. Research suggests that a significant part of behavior in organizations is motivated by the desire of organization members to be perceived by others in certain ways • Effective impression management can be quite useful. e.g. the employment interview • Many impression management tactics are designed to emphasize the positive. e.g. self promotion • Others impression management tactics may be aimed at reducing negatives. e.g. providing an excuse for why you made mistake  may be designed to further the impression that the error was beyond your control • self handicapping  any actions taken in advance of an outcome that is designed to provide either an excuse for failure or a credit for success

32. ORGANIZATIONAL POLITICS: ITS EFFECTS • Adverse Effects of Organizational Politics when the level of political behavior is high in organization, job satisfaction and organizational commitment may suffer – with the result that good people decide to leave and seek employment elsewhere. Clearly this is a very negative effect of organizational politics.

33. ETHICS, POWER, AND POLITICS Political Antics Top the “Most Unethical List” • Hiring, training, or promoting based on favouritism • Allowing differences in pay due to friendships • Sexual harassment • Gender discrimination in promotion • Using discipline in consistently • Not maintaining confidentiality • Gender discrimination in compensation • Non-performance factors used in appraisals • Arrangement with vendors leading to personal gain • Gender discrimination in recruitment or hiring • WHAT, IF ANYTHING, IS UNETHICAL ABOUT ORGANIZATIONAL POLITIS? potentially political behaviour

34. ASSESSING THE ETHICS OF POLITICAL BEHAVIOR • The more power an individual has, the more tempted s/he is to use that power toward immoral or unethical purpose The ethics of organizational politics must satisfy three moral principles • Criterion of utilitarian outcomes. Utilitarian outcomes ~ are only selfish interests promoted? • Criterion of individual rights. Individual rights ~ are privacy rights respected? • Criterion of distributive justice Distributive justice ~ is it fair? What does a manager do when a potential behavior cannot pass the three criteria? The behavior may still be considered ethical in the particular situation if it passes the criterion of overwhelming factors.

35. Ethical Unethical Yes Yes No No Question 1 Will the political tactics promote purely selfish interests (as opposed to also promoting organizational goals?) Question 2 Does the activity conform to standards of equity and justice; is it fair? Question 2 Does the political activity respect the rights of the individual affected? Guidelines for Determining Ethical Action

36. How to combat Organizational PoliticsAbolishing organizational politics completely may be impossible but managers can limit its effect. Some of the most successful tactics are summarizedhere

37. USING POWER TO MANAGE EFFECTIVELY Jeffrey Pfeffer  several considerations that are important in using power to manage effectively: • Recognize that there are multiple interests in virtually every organization • Know what position relevant individuals and groups hold with respect to issues important to you • Understand that to get things done you must have power, and in the case of those who oppose you, you must have more power than they do • Recognize the strategies and tactics through which organizational power is developed and used