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Power and Politics

This document discusses power and politics in organizations. It defines power as the ability to influence others and get them to act according to your wishes. It then classifies and describes seven types of power: reward, coercive, legitimate, referent, expert, information, and charismatic. It also discusses contingency approaches to power and how targets' influenceability depends on their wants and abilities. The document outlines individual factors that affect political behavior and employee responses to organizational politics like decreased job satisfaction and increased stress. It concludes with descriptions of reactive and proactive behaviors employees use to avoid action, blame or change in political environments.

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171 views16 pages

Power and Politics

This document discusses power and politics in organizations. It defines power as the ability to influence others and get them to act according to your wishes. It then classifies and describes seven types of power: reward, coercive, legitimate, referent, expert, information, and charismatic. It also discusses contingency approaches to power and how targets' influenceability depends on their wants and abilities. The document outlines individual factors that affect political behavior and employee responses to organizational politics like decreased job satisfaction and increased stress. It concludes with descriptions of reactive and proactive behaviors employees use to avoid action, blame or change in political environments.

Uploaded by

rmanojbabu
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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POWER AND POLITICS

IN ORGANISATION
• POWER:-ability to get an individual or group to do
something or to manipulate others.
• Acc to Chester Barnard “power is informal
authority.”
• A capacity that A has to influence the behaviour of B,
so that B acts in accordance with A’s wishes.
Classifications of power
• Reward power
• Coercive power
• Legitimate power
• Referent power
• Expert power
• Information power
• Charismatic power
Types of power continued…
 REWARD POWER
• Persons ability to control resources and reward others
• One who can distribute rewards that others view as valuable
will have power over those others.
 COERCIVE POWER
• it depends on fear
• Organizational behaviour may be explained in terms of
coercive power than reward power.
• fire or demotion of people by using coercive power of
manager
Types of power continued…
 LEGITIMATE POWER
• represents the formal authority to control and
use organizational resources.
• Depends upon the role of the person who holds
the power.
• Sources of legitimate power are cultural values,
designation and social structure.
 REFERENT POWER
• Influence based on possession by an individual
of desirable resources or personal traits.
Continued…
• The power of celebrities like Britney spears and Katrina
kaif to influence the choices of people .
 Expert power
• Influence based on skills or knowledge.
 Information power
• Power that comes from access to control over
information.
 Charismatic power
• An extension of referent power stemming from an
individuals personality and interpersonal style.
CONTINGENCY APPROACHES
TO POWER
Required Sources Process of Power Target's Influence Required
of Power ability Conditions
Reward Wants to gain a The agent must have
Coercive Compliance favorable reaction; surveillance over the
Means-ends-control wants to avoid a target
punishing one from the
agent

Referent Finds a self satisfying The agent must have


Attractiveness Identification relationship with the salience; the agent
agent; wants to must be in the forefront
establish and maintain of the target’s
a relationship with the awareness
agent
Expert Goes along with the The agent must have
Legitimate Internalization agent because of relevance
Credibility consistency with
internal values
Individual Factors
•High self-monitors
• Internal locus of control
•High Mach personality
•Organizational investment
•Perceived job alternatives
•Expectations of success

Political behavior
Low High

Favorable outcomes
•Rewards
•Averted punishment
Employee Responses to Organizational Politics

Decreased job
satisfaction

Increased activity
and stress
Perceptions of
organizational
politics

Increased turnover

Reduced
performance
Reactive and proactive behaviors to avoid
action , blame, or change
Overconforming
Buck passing
Playing dumb
Stretching
Stalling
• Buffing
• Playing safe
• Justifying
• Scapegoating
• Misrepresenting
• Prevention
• Self-protection
The process by which individuals attempt to
control the impression attempt to control the
impression others form of them.
• Conformity
• Excuses
• Apologies
• Self-promotion
• Flattery
• Favors
• Association

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