Description
The PPT highlights about Power and Politics along with the explanation about various types of power.
Power & Politics
Power
•
• • •
•
• •
Power described as the last dirty word. Easier to talk about money than power. People who have it deny it. People who want it try not to appear to be seeking it. And those good at getting it are secretive about how they get it. Power is a natural process in any group or organization. Power is not always bad “medicines can kill if taken in the wrong amount”. Power refers to a capacity that A has to influence the behaviour of B, so that B acts in accordance with A?s wishes. This definition implies a potential that need not be actualized to be effective and a dependency relationship. Power may exist but not be used. It is, therefore, a capacity or potential. One can have the power but not impose it. Most imp aspect of power is that it is a function of dependency.
Power
•
• • • • •
The greater B?s dependency on A, greater is A?s power in the relationship. A person can have power over you only if he/she controls something you desire. Leadership and power are connected. Explain. Leaders use power as a means of attaining group goals. Leaders achieve goals and power is a means of facilitating their achievement. Power does not require goal compatibility, only dependence. Leadership, however require some congruence between the goals of the leader and those being led.
Bases of Power
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1. -
2.
-
3.
There are five bases or sources of power: Coercive Power: power dependent on fear. One reacts to this power out of fear of the negative results that might occur if one failed to comply. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or controlling of force of basic physiological or safety need Reward Power: People comply with the wishes or directives of another because doing so produces positive benefits; therefore, one who can distribute rewards that others view as valuable will have power over those others. These rewards can be anything that the other values. Legitimate Power: Power base is due to a person?s structural position.
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Bases of Power
4.
5. -
Expert Power: is influence wielded as a result of expertise, special skill, or knowledge. Referent Power: Its base is identification with a person who has desirable resources or personal traits. Referent power develops out of admiration of another and a desire to be like that person. A lot like charisma. Celebrities being paid for endorsing products.
Dependency: Key to power
•
• • • • -
The greater B?s dependency on A the greater A?s power over B. When you possess anything that others require but you alone control, you make them dependent on you and therefore you gain control over them. Dependency therefore is inversely proportional to the alternative sources of supply. If something is plentiful, possession of it will not increase your power. “In the island of the blind, the one eyed man is the king”. What creates dependency? Importance: If nobody wants what you have it does not create dependency. Scarcity: If something is plentiful, does not increase power. Nonsubstitutability: There is no substitutes, the resource becomes important and enables power on its possession.
Power Tactics
•
• 1. 2.
3.
4. 5. 6.
7.
How employees translate their power bases into specific actions. There are seven tactical dimensions or strategies: Reason: use of fact, data to use logic, rational presentation of ideas. Friendliness: Use of flattery, creation of goodwill, acting humble,etc. Coalitions: Getting support of others to back up results. Bargaining: Using negotiations through exchange of benefits or favours Assertiveness: Use of direct forceful approaches, demanding compliance. Higher authority: Gaining support of higher levels to back up requests. Sanctions: Use of orgn derived rewards and punishments, preventing or promising salary increase, etc.
Politics
•
• •
•
•
When people get together in groups, power will be exerted. People want to carve out a niche from which to exert influence, to earn rewards, and to advance their careers. When employees in orgns convert their power into action, we describe them as being engaged in politics. People with good political skills have the ability to use their bases of power effectively. We define political behaviour in orgns as those activities that are not required as part of one?s formal role in the orgn, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the orgn. Political behaviour is outside one?s specified job requirements. The behaviour requires some attempt to use one?s power bases.
Politics
•
•
•
Political behaviour includes: withholding key info from decision makers; whistle-blowing; spreading rumours; leaking confidential info about the orgn in the media; exchanging favours with others in the orgn for mutual benefit; lobbying on behalf of or against a particular individual or decision alternative. Legitimate political behaviour: refer to everyday politics – complaining to your supervisors, bypassing the chain of command; forming coalitions; obstructing organizational policies or decisions through inaction or excessive adherence to rules, and developing contacts outside the orgn through professional activities. Illegitimate political activities: violate the implied rules of the game. Those who pursue such extreme activities are often described as individuals who play “hard ball”: sabotage; whistle blowing; simultaneously falling sick; etc.
Politics
•
• • •
Politics is a fact of life in orgns. People who ignore this fact of life do so at their own peril. Orgns are made up of people with different values, goals and interests. This sets up the potential for conflict over resources. Resources in orgns are also limited, which often turns potential conflict into real conflict. Maybe the most imp factor leading to politics within the orgn is the realization that most of the „facts? that are used to allocate the limited resources are open to interpretation.
Impression Management
•
• -
-
-
The process by which individuals attempt to control the impression others form of them, Some techniques: Conformity: agreeing to gain approval Excuses: explanations of predicament to minimize severity Apologies: admitting resp for undesirable events; seek pardon Acclamation: explanation of favourable events, maximixe desirable implications on self. Flattery: Favours: Doing something nice to gain approval Association: Enhancing / protecting one?s image by managing info about people & things with which one is associated
Political Correctness
•
• • • •
•
It may come as no surprise, but things you do at work – other than work itself – can make a big difference in your career. An off hand remark that offends a member of the opposite sex can ruin you. A messy workspace could be viewed with horror by a finicky boss. Wearing “different” clothes can run you into that glass or time ceiling way ahead of time. What may be acceptable or normal behaviour in one orgn may be disgraceful behaviour in another, and it is important to understand the culture of your employer to put all this in perspective. Finding the norm for your orgn will help you be seen as part of the team, and while it probably in itself won?t get you promoted, it will keep you from standing out as someone who doesn?t quite fit.
Political Correctness
•
• •
You may not what to compromise your own values and lifestyles to accommodate employer, but be aware of what „being yourself? may do to your career. Whatever you do today, chances are you will annoy somebody. And if that person is vocal enough about your transgression, you may be in big trouble. The question is whether we are spensing so much energy trying to make things correct for everyone – even those who are happy with things the way they are and aren?t looking for help – that we are losing sight of other important things – like serving the customers.
Guidelines for being politically correct
•
• • • •
Treat everyone as equal Never use a slang term to refer to any person or group. Don?t refer to any person or group in a way that makes a value judgment. Calling a woman as a “lady” can get you into trouble. Never make jokes or derogatory remarks about anyone who is different from you. If you are blonde you can make blonde jokes, If you are not you cannot. Don?t raise red flags. Wearing a fur coat around animal rights people is asking for it.
doc_540470476.ppt
The PPT highlights about Power and Politics along with the explanation about various types of power.
Power & Politics
Power
•
• • •
•
• •
Power described as the last dirty word. Easier to talk about money than power. People who have it deny it. People who want it try not to appear to be seeking it. And those good at getting it are secretive about how they get it. Power is a natural process in any group or organization. Power is not always bad “medicines can kill if taken in the wrong amount”. Power refers to a capacity that A has to influence the behaviour of B, so that B acts in accordance with A?s wishes. This definition implies a potential that need not be actualized to be effective and a dependency relationship. Power may exist but not be used. It is, therefore, a capacity or potential. One can have the power but not impose it. Most imp aspect of power is that it is a function of dependency.
Power
•
• • • • •
The greater B?s dependency on A, greater is A?s power in the relationship. A person can have power over you only if he/she controls something you desire. Leadership and power are connected. Explain. Leaders use power as a means of attaining group goals. Leaders achieve goals and power is a means of facilitating their achievement. Power does not require goal compatibility, only dependence. Leadership, however require some congruence between the goals of the leader and those being led.
Bases of Power
•
1. -
2.
-
3.
There are five bases or sources of power: Coercive Power: power dependent on fear. One reacts to this power out of fear of the negative results that might occur if one failed to comply. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or controlling of force of basic physiological or safety need Reward Power: People comply with the wishes or directives of another because doing so produces positive benefits; therefore, one who can distribute rewards that others view as valuable will have power over those others. These rewards can be anything that the other values. Legitimate Power: Power base is due to a person?s structural position.
-
Bases of Power
4.
5. -
Expert Power: is influence wielded as a result of expertise, special skill, or knowledge. Referent Power: Its base is identification with a person who has desirable resources or personal traits. Referent power develops out of admiration of another and a desire to be like that person. A lot like charisma. Celebrities being paid for endorsing products.
Dependency: Key to power
•
• • • • -
The greater B?s dependency on A the greater A?s power over B. When you possess anything that others require but you alone control, you make them dependent on you and therefore you gain control over them. Dependency therefore is inversely proportional to the alternative sources of supply. If something is plentiful, possession of it will not increase your power. “In the island of the blind, the one eyed man is the king”. What creates dependency? Importance: If nobody wants what you have it does not create dependency. Scarcity: If something is plentiful, does not increase power. Nonsubstitutability: There is no substitutes, the resource becomes important and enables power on its possession.
Power Tactics
•
• 1. 2.
3.
4. 5. 6.
7.
How employees translate their power bases into specific actions. There are seven tactical dimensions or strategies: Reason: use of fact, data to use logic, rational presentation of ideas. Friendliness: Use of flattery, creation of goodwill, acting humble,etc. Coalitions: Getting support of others to back up results. Bargaining: Using negotiations through exchange of benefits or favours Assertiveness: Use of direct forceful approaches, demanding compliance. Higher authority: Gaining support of higher levels to back up requests. Sanctions: Use of orgn derived rewards and punishments, preventing or promising salary increase, etc.
Politics
•
• •
•
•
When people get together in groups, power will be exerted. People want to carve out a niche from which to exert influence, to earn rewards, and to advance their careers. When employees in orgns convert their power into action, we describe them as being engaged in politics. People with good political skills have the ability to use their bases of power effectively. We define political behaviour in orgns as those activities that are not required as part of one?s formal role in the orgn, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the orgn. Political behaviour is outside one?s specified job requirements. The behaviour requires some attempt to use one?s power bases.
Politics
•
•
•
Political behaviour includes: withholding key info from decision makers; whistle-blowing; spreading rumours; leaking confidential info about the orgn in the media; exchanging favours with others in the orgn for mutual benefit; lobbying on behalf of or against a particular individual or decision alternative. Legitimate political behaviour: refer to everyday politics – complaining to your supervisors, bypassing the chain of command; forming coalitions; obstructing organizational policies or decisions through inaction or excessive adherence to rules, and developing contacts outside the orgn through professional activities. Illegitimate political activities: violate the implied rules of the game. Those who pursue such extreme activities are often described as individuals who play “hard ball”: sabotage; whistle blowing; simultaneously falling sick; etc.
Politics
•
• • •
Politics is a fact of life in orgns. People who ignore this fact of life do so at their own peril. Orgns are made up of people with different values, goals and interests. This sets up the potential for conflict over resources. Resources in orgns are also limited, which often turns potential conflict into real conflict. Maybe the most imp factor leading to politics within the orgn is the realization that most of the „facts? that are used to allocate the limited resources are open to interpretation.
Impression Management
•
• -
-
-
The process by which individuals attempt to control the impression others form of them, Some techniques: Conformity: agreeing to gain approval Excuses: explanations of predicament to minimize severity Apologies: admitting resp for undesirable events; seek pardon Acclamation: explanation of favourable events, maximixe desirable implications on self. Flattery: Favours: Doing something nice to gain approval Association: Enhancing / protecting one?s image by managing info about people & things with which one is associated
Political Correctness
•
• • • •
•
It may come as no surprise, but things you do at work – other than work itself – can make a big difference in your career. An off hand remark that offends a member of the opposite sex can ruin you. A messy workspace could be viewed with horror by a finicky boss. Wearing “different” clothes can run you into that glass or time ceiling way ahead of time. What may be acceptable or normal behaviour in one orgn may be disgraceful behaviour in another, and it is important to understand the culture of your employer to put all this in perspective. Finding the norm for your orgn will help you be seen as part of the team, and while it probably in itself won?t get you promoted, it will keep you from standing out as someone who doesn?t quite fit.
Political Correctness
•
• •
You may not what to compromise your own values and lifestyles to accommodate employer, but be aware of what „being yourself? may do to your career. Whatever you do today, chances are you will annoy somebody. And if that person is vocal enough about your transgression, you may be in big trouble. The question is whether we are spensing so much energy trying to make things correct for everyone – even those who are happy with things the way they are and aren?t looking for help – that we are losing sight of other important things – like serving the customers.
Guidelines for being politically correct
•
• • • •
Treat everyone as equal Never use a slang term to refer to any person or group. Don?t refer to any person or group in a way that makes a value judgment. Calling a woman as a “lady” can get you into trouble. Never make jokes or derogatory remarks about anyone who is different from you. If you are blonde you can make blonde jokes, If you are not you cannot. Don?t raise red flags. Wearing a fur coat around animal rights people is asking for it.
doc_540470476.ppt