Organizational Behavior

Module 9: Power and Politics

Vinay Kumar, Ph.D

Vidisha Garg, MBA

ICBM-SBE, 2014

Dirty words

• Capacity to influence others to act in ways that benefit ‘you’:

– Power

• Leverage on individual differences

• Exploit group dynamics

– Politics

• Overstep formal structures

• Involves use of power

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Power and leadership

• Aspects that differentiate

– Goal congruence/compatibility

– Style of operation/tactics

Think

• Stella to Jim:

– I heard that you helped Mary get a long leave to pursue executive

education. That is nice of you.

• Jim to Stella:

– If I didn’t send her out, then I wouldn’t have had place for Johnny.

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Bases of Power

Formal power

• To exercise authority

(legitimate power)

• To coerce

• To reward

Personal power

• That comes with ‘expertise’

• That comes with a capacity to

‘inspire connection’

(referent power)

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Usually more effective

Question : How is the blame distributed in case of ‘failed authority’ and ‘failed power’? Answer : Blame is more in the case of ‘failed power’. Explanation:______________ ?

Where does power come from?

• Dependence

– The more A is dependent on B, the more power B has over A.

• Where does dependence come from?

– Importance (think: need for affiliation)

– Scarcity (think: principle of demand)

– Non-substitutability (think again: principle of demand/special case)

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How do powerful people influence others?

• At least nine tactics identified:

– Legitimacy (exercise of authority citing rules and regulations)

– Pressure (use of warnings/threats)

– Coalitions (make a team to negotiate with one)

– Rational persuasion (supplying a logic)

– Consultation (involving in decision-making)

– Exchange (take this; give that—often followed by rational persuasion)

– Personal appeal (indicate friendships)

– Ingratiation (use of flattery or praise before making a request)

– Inspirational appeal (develop an emotional commitment)

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Choice by direction of influence

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Source: Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior,15th Edition. Pearson: New Jersey.

Organizational politics

• Claim: Politics is bad for organizations.

• Managers’ Response: Not necessarily! Sometimes it is needed.

• Question: Isn’t it nice to have an organization that has no politics?

• Answer: Yes it is. But it is unlikely to come across such organizations.

• Doubt: Why is it that organizations tend to have politics?

• Clarification: Because that is how organizations learn and grow.

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Chance 1:

Your Politics

Vs.

Change I make

Chance 2:

Your Deviance

Vs.

Innovation I bring

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Are you good? You might just be political too!

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Source: Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior,15th Edition. Pearson: New Jersey.

How do people respond to politics?

• At least two ways:

– Sit and watch (defensive behavior)

• Consequence

– Decreased job satisfaction

– Increased anxiety and stress

– Job search trigger

– Reduced performance

– Actively involve

• Consequence

– Shift of priorities from work to politics

– Slow but systematic change in competence

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Source: Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior,15th Edition. Pearson: New Jersey.

Managing impressions

• Some ways (other than being ‘assertive’)

– Conforming

– Extending favors

– Making excuses

– Giving apologies

– Promoting self

– Exaggeration

– Using flattery

– Working harder than necessary (show-making)

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For discussion

• Some people say, ‘power corrupts’. When do you think that is valid?

• Some people believe using power is ‘bad’. What would you comment?

• Often, individuals act as if they understand what is politics. Could this be

true? If so, how do you know that it could be true?

• Is there a reason to believe that organizations may not be able to run

without politics at all?

• Is politics always a negative topic? Why or why not?

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End of module 9.

Please post your feedback for this session to vinay@icbm.ac.in / vidisha@icbm.ac.in

Do not forget to mention the ‘session date/section’ details

Upcoming

Module 10: Culture and Learning