Submitted by: Salil Raibole - 09020242027 Rajnish

8/14/2019 Submitted by: Salil Raibole - 09020242027 Rajnish

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Submitted by:

Salil Raibole - 09020242027

Rajnish Jakhar 09020242028

Rishabh Sood 09020242029

Rishika Mittal 09020242030

Sachin Lakade 09020242032


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Power is the capacity of a

person, team, department ororganization to influence

others.

J.Pfeffer


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Power is the potential to change others attitude orbehavior.

Power requires one persons perception of dependence on

another person

Power may be:

An act of one person (realized potentiality) or

Potentiality or capacity of one person


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Power Creating Circumstances:

The Big Three

1. When resources are scarce

2. When goals and objectives are unclear3. When performance is difficult to measure

Less Critical Factors

4. Where there are minimal external threats5. Where there exists a certain level of dependency

6. Where there is moderate to high uncertainty


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Sources

ofPower


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Energy and Physical Stamina: Endurancetriumphs over cleverness . The ability andwillingness to work grueling hours hascharacterized many powerful figures

Focus: Should be concentrated on buildinginfluence and power

Sensitivity to Others: Means understandingthe people, their position on the issue, and how

best to communicate with and influence them.


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Flexibility: Focus on ultimate objectives and beable to remain emotionally detached from thesituation

Ability to Tolerate Conflict : Should be able todisagree strongly as and when required

Submerging Ones Ego: It entails the ability totrade present restraint for greater power and

resources in the future


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Process

ofBuilding Power


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Power Process:

Decide what your goals are. Diagnose patterns of dependence and

interdependence. Analyze views of powerful individuals. Determine the power base of potential influential

persons. Determine your power base.

Determine which power strategies/tactics seemsmost appropriate/effective. Choose the appropriate course of action.


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Friendliness

Making oneself Irreplaceable

Networking with Powerful People

Building Coalition Being Assertive and Establishing Credibility

Building Pressure


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Forms

OfPower


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Influence based on the legitimate right of

someone to influence others

(often embedded in position, always

complex) Resistance = Usually quite low Appropriateness = Yes, by definition State Change = Often involves a state

change


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Influence based on the ability to reward

(money CAN be a source of power)

Resistance = None, usually Appropriateness = Generally OK State Change = No, requires constant

attention


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Influence based on the ability to convinceothers to follow your good advice

(information is power) Resistance = Generally low Appropriateness = Generally OK State Change = Not really


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Influence by example, peer pressure power

(I want to be like Mike)

Resistance = None Appropriateness = Generally OK State Change = Very much so


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Influence based on the ability to punish

(might makes right)

Resistance = Potentially quite strong Appropriateness = Often not State Change = No, could provoke strong negative response


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Impact of culture

onPower tactics used


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CULTURALDIMENSIONS


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Power

and

Counter Power


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The basic prerequisite of power is that one person

believes he/she is dependent on other for something

of value.

Dependency relationships are an inherent part of all

organizational activities and in all forms of

organizational structures and companies including the

sole trading firm.


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In a relationship, two parties are involved one being dependent and the otherbeing independent.

Here, the independent party has Powerwhile the dependent party has CounterPower

The power of the dependent party tomaintain the relationship is termed asCounter Power


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Teachers and Students

Politicians and People

Heads and Subordinates of Organization


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Importance

Of

Power


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With power you can Intercede favorably on behalf of someone in trouble Get a desirable placement for a talented subordinate Get approval for expenditures beyond the budget

Get items on and off agendas Get fast access to decision makers Maintain regular, frequent contact with decision

makers Acquire early information about decisions and policy

shifts


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Control the people and other resources so that theycooperate and help to achieve an organizationscurrent goals.

Engage in politics and influence decision makingprocess in order to help, promote new and more

appropriate organizational goals. It is the power which influence complexity, formality

and centralization of activities in the organization.

Individuals having power even determine about the

size of the organization, allocation of rewards,selection of technology etc.

Power is needed for the efficient functioning of theorganization.


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Commitment

RewardPower

LegitimatePower

CoercivePower

ExpertPower

ReferentPower

Resistance

Compliance

Sourcesof Power Consequencesof Power


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Harasser stereotypes the victim assubservient and powerless

Harasser threatens job security orsafety through coercive or legitimatepower

Hostile work environment harassmentcontinues when the victim lacks powerto stop the behaviour


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Co-workers believe that employees inrelationships abuse their power to favoureach other.

Higher risk of sexual harassment whenrelationship breaks off.


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Attempts to influence others using

discretionary behaviours to promote personal

objectives

Discretionary behaviours neither explicitlyprescribed nor prohibited

Politics may be good or bad for theorganization


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Diagnosing Power

InOrganizations


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To be successful in getting things done in organizations, it iscritical that you be able to diagnose the relative power of thevarious participants and comprehend the patterns ofinterdependence.


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Methods for Assessing Power:

Power is not employed when there are no differences inperspective, or when no conflict exists, As a consequence,power is most readily diagnosed by looking at important

decisions, which involve interdependent activities and whichlead to disagreement.

- Listen to statements made by others- Focus on how others talk about the person

- Dont trust what you hear BUT dont underestimate the valueof the talk.


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Look at representational indicators- Whose being brought in on the major decisions

Observe Consequences- Who gets the resources, projects approved, the

biggest budget

Look at Symbols of Power- What perks to certain people/groups get?- Whos having dinner with whom?

- What parking spaces do people get?- Office space is always an issue- Rule based responses dont tell you much - look for

subtle clues


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Be conservative in estimates It is preferable to overestimate

potential dependencies rather be

surprised at the last minute by a personor group you failed to consider

The best surprise is no surprise.


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