1.  Presented By-
 Kuldeep singh
 Pradeep singh
13–1

2. Power and Politics

3.  Definition
 Introduction
 Values
 Introduction power and politics
 Models
 Evolution
 Contingencies
 Sources
 Tactics
 Case study
13–3

4. Power
A capacity that A has to influence the behavior of B
so that B acts in accordance with A’s wishes.
Dependency
B’s relationship to A when A possesses something
that B requires.
13–4

5. Introduction to Organisational Power and
Politics
 Jeffrey Pfeffer:
‘Unless and until we are willing
to come to terms with organis-
-ational power and influence,
and admit that the skills of getting things done
are as important as the skills of figuring out
what to do, our organisations will fall further
and further behind.’
13–5

6. The Value of Politics
 Political forces provide a critical source of dynamic
energy for strategic organisational change (Hardy,
1996)
 Politics can be used to counter the use of otherwise
legitimate means to non-legitimate ends
 Political debate helps make explicit all the dimensions
of an argument
 Political action may be required to remove bureaucratic
blockages raised by the legitimate system
 Political tactics can be used to facilitate the
implementation of decisions reached by legitimate
means.
13–6

7. Introduction to Organisational Power
 Power is ‘the capacity to influence the
behaviour of others’ .
– Mark Holden:
• 100% of respondents thought workplace
politics were common
• 85% thought it was necessary to be political to
get ahead in organisations
• 67% agreed that organisations would be
happier places to work without politics.
13–7

8.  Some people may not want to become powerful –
McClelland’s N.Power dimension – however if
they wish to be effective there may be little
choice but to be involved in the organisation’s
power dynamics
 N.Power should, perhaps, be
differentiated from N.Mach.Power
13–8

9.  Power
 Used as a means for
achieving goals.
 Requires follower
dependency.
 Used to gain lateral
and upward
influence.
 Research Focus
 Power tactics for
gaining compliance
13–9

10.  The General Dependency Postulate
 The
greater B’s dependency on A, the greater the
power A has over B.
 Possession/control
of scarce organizational resources
that others need makes a manager powerful.
 Access
to optional resources (e.g., multiple suppliers)
reduces the resource holder’s power.
 What Creates Dependency
 Importance of the resource to the organization
 Scarcity of the resource
 Nonsubstitutability of the resource
13–10

11. Models of Power
Sources Power
Of Power over others
Contingencies
Of Power
Importance
Scarcity
Substitutability
13–11

12. Sources of Power
 Alliances &  Position/legitimate
networks  Processes
 Charisma  Resources
 Credibility  Rewards
 Expertise  Strategic
 Group support contingencies
 Information  Symbols
 Political access
13–12

13. Contingencies of Power
 Importance: interdependence between
power holder and others
 A function of:
– Ability to reduce uncertainty for others
– Number of people affected by your
actions
– How quickly people are affected by
your actions
13–13

14. Contingencies of Power
 Scarcity: Control over scarce (limited)
resources, including:
– Expertise (many occupations do this)
– Information
– Money
– Schedules and deadlines
– Meaning
13–14

15.  Substitutability: Power decreases with
the ability to substitute the valued
resource
 Non substitutability can be enhanced
by:
– Controlling tasks
– Controlling knowledge
– Controlling labour
13–15

16. The Evolution of Power: From Domination to
Delegation
(Kreitner and Kinicki, 2000)
Power Distribution
High Followers granted
authority to make
decisions.
Power Sharing
Degree of Empowerment
Manager/leader and
followers jointly
make decisions.
Power Distribution
Followers consulted
but leaders make
decisions.
Authoritarian
Power
Manager/leader
imposes decisions.
None Domination Consultation Participation Delegation
13–16

17.  Think big and win big
 Gain control of organisational resources
 Develop powerful alliances
 Form coalitions and obtain cooptations
 Conduct a mass, concentrated offensive
 Avoid decisive engagement
 Use constructive chaos
 Groom princes and princesses
13–17

18.  Maintain a mystique about your job
 Work on key problems
 Bend rules at the right time
 Bring in an outside expert
 Play the power game
 Be feared rather than loved
 Give proof of prowess
 Control the agenda
13–18

19. Impressing the Higher-Ups
 Shine at meetings
 Show that you identify with management
 Appear cool under pressure
 Talk big, shun trivia
 Show an interest in your firm and its products
 Contact newly arrived senior executives
 Display business manners and etiquette
13–19

20.  Sequencing of tactics  How the request is perceived
 Softer to harder tactics  Is the request accepted as
works best. ethical?
 Skillful use of a tactic  The culture of the
 Experienced users are organization
more successful.  Culture affects user’s
 Relative power of the tactic choice of tactic
user  Country-specific cultural
 Some tactics work better factors
when applied downward.  Local values favor certain
 The type of request tactics over others.
attaching to the tactic
 Is the request legitimate?
13–20

21. Political Behavior
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 or
disadvantages within the organization.
Legitimate Political Behavior
Normal everyday politics.
Illegitimate Political Behavior
Extreme political behavior that violates the implied
rules of the game.
13–21

22. Limiting Negative Political
Behaviour
Provide
Remove
Sufficient
Political Norms
Resources
Hire
Introduce
Low-Politics
Clear Rules
Employees
Increase
Free Flowing
Opportunities
Information
for Dialogue
Manage Change Peer Pressure
Effectively Against Politics
13–22

23.  Case studies on Power and politics.

 Mr Kabir was working In a Administration Department as officer
Administration. He was responsible for keeping account of all the Vehicles
of the company apart from other arrangements including the guesthouse
of the company. Mr Kabir has been working in the company for 6 years in
the same grade without promotions. He was supposed to be very honest
in his job. Once the GM of the factory Mr Rakesh Gupta , requested for
the company car during office time for his personal work. Mr Kabir
refused it saying that it can not be given during the office work as the
work would suffer due to its duty to go to bank. Mr Gupta became quite
upset and asked his boss MR srivastava to give the car .Mr Sk Srivasatava (
Sr Manager Admn ) was too happy to oblige Mr Gupta as he wanted one of
his relatives to be employed as Officer. Hence he fired Mr Kabir for his
disobedience and threatened to transfer him to stores if he continued to
show disrespect to Senior officers Kabir was also active member of staff
union. He immediately went to the Union President and informed him
about the misuse of the company car for private purpose by GM at the
cost of the office work. It was decided that Kabir would send a note in
writing to Mr Srivastava asking him to approve sending the car to the
house of Mr Gupta . Mr Srivastava understood the repercussions and
refused to sign the approval. He lent his own car to Mr Gupta .
 Questions
 1. What power was being used by Kabir ?
 2. What power Mr Srivastav was using ?
 3. What was the game Kabir played when Srivatava ordered the car ?

24.  Mr. kabir - Administrator officer
 Mr. Rakesh gupta- G.M
 Mr. SK srivastav- Kabir Boss
 Staff union.
13–24

25. 13–25