Power and Politics

Presented by

Anish KumarAntony DavidIlavarasiKrithikaVijaychandar

THE MEANING OF POWER

Power is the capacity of a person, team, or organization to influence others.

-The potential to influence others.

-People have power they don’t use and may not know they possess.

-Power requires one person’s perception of dependence on another person.

SOURCES OF POWER

SOURCES

PERSONAL POWER

1. Reward power2. Coercive power3. Legitimate power4. Process power5. Information power6. Representative power

POSITION POWER

1. Expert power2. Rational Persuasion3. Referent power

INFLUENCE

Influence is a behavioral response to the exercise of power.

TYPES OF POSITION POWER

REWARD POWER:

The power to give pay raises, promotion, praise, and other rewards to subordinates to control them.

COERCIVE POWER:

The power to give or withhold punishment, such as suspension, termination, or even the withholding of praise and goodwill to control others.

This is mainly dependent on fear.

CONT..

LEGITIMATE POWER:

The power to control and use organizational resources to accomplish organizational goals.PROCESS POWER:

The source of this power is the placing of the individual in a position to influence how inputs are transformed into outputs for the firm.

It is the control over the methods of production and analysis.

CONT..

INFORMATION POWER:

The power that stems from access to and control over information flow.

The “right to know” and use of information is conferred to the position.REPRESENTATIVE POWER:

It is the formal right conferred by the firm to speak as the representative for and to a potentially important group.

TYPES OF PERSONAL POWER

EXPERT POWER:

Influence is based on special skills or knowledge.

RATIONAL PERSUASION:

It is the ability to control another’s behavior through individual’s efforts, where the person is convinced and accepts the view point.

REFERENT POWER:

It is based on identification with a person who has desirable resources or personal traits.

The desire to please…

BUILDING INFLUENCE

Developing power to have an effect on others and to help shape the decisions they make and the actions they take

BUILDING INFLUENCE

BUILDING POSITION POWER

Work units are highly relevant to organizational goals.

Expanding their network of communication contacts.

Suggest the subordinates to take on certain roles.

BUILDING PERSONAL POWER

Three personal characteristics: Expertise Political savvy Likability

USING INFORMATION AND INFLUENCE TECHNIQUES

Increasing visibility and control over information.

Controlling decision premises. Perfecting influence techniques.

POWER ,FORMAL AUTHORITY, AND OBEDIENCE

Obedience Acceptance of Authority Zone of indifference

OBEDIENCE

Compliance Duty Agreement Respect

Mailgram's psychological Test

ACCEPTANCE OF AUTHORITY

The following are the 4 circumstance should be met:- The subordinate can and must understand the

directive. The subordinate must feel mentally and physically

capable of carrying out the directive. The subordinate must believe that the directive is

not inconsistent with the purpose of the organization.

The subordinate must believe that the directive is not inconsistent with his or her personal interests.

ZONE OF INDIFFERENCE

It is in the range of authoritative to which a subordinate is wiling to respond without subjecting the directives to critical evaluation or judgment

EMPOWERMENT

Empowerment is the process of increasing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes.

Central to this process are actions which both build individual and collective assets, and improve the efficiency and fairness of the organizational and institutional context which govern the use of these assets.

KEY ELEMENTS OF EMPOWERMENT

Changing Position power Expanding the zone of indifference Access to information Inclusion and participation Accountability Local organizational capacity

WHAT EMPOWERMENT - IS

Responsibility and ownership. Working independently towards

common objectives. Weighing the impact of decisions of all

affected stake holders. Making more trade –offs, not less. An earned privilege. It is not a given

right!!

WHAT EMPOWERMENT - IS

Responsibility and ownership. Working independently towards

common objectives. Weighing the impact of decisions of all

affected stake holders. Making more trade –offs, not less. An earned privilege. It is not a given

right!!

WHAT EMPOWERMENT – IS NOT

Throwing out the rule book. Bypassing everyone who will say “no”. Doing the “fun parts” of someone

else’s job. Freedom to unilaterally make decision

to impact others.

GIVE POWER AWAY

Power is an “expandable pie”… power is not a zero-sum commodity, requiring that for others to have more, the leader must have less.

“You have to give power to gain power”.

FRAME WORK

Organizations that adopt empowerment as a key goal must also adopt empowering processes and behaviors internally. Poor people express the desire to be treated with respect, honesty, care, and dignity in their encounters with institutions. Empowerment approaches by definition include behaviors that build people’s self-confidence and their belief in themselves. Discussions about informal norms and behavior that support ownership, dignity, and respect need to be part of the dialogue of institutional reform in countries, in support organizations, and within the World Bank.

Politics:

Activities concerned with gaining or using power within organization or group

Any study of Power and influence leads to the subject of politics

Organizational politics

In terms of use of nonsanctioned means and self interest

Its management of influence to obtain ends not sanctioned by organization and the art of creative compromise among competing interest

ConditionsSupporting

Organizational Politics

ScarceResources

Complex andAmbiguousDecisions

PersonalCharacteristics

Tolerance ofPolitics

CONDITIONS FOR ORGANIZATIONAL POLITICS

POLITICAL FORECASTING

Gain a better understanding of political behavior to forecast future actions by placing themselves in the position of other persons involved in critical decision or events

INTERGROUP RELATION FOR MANAGERS

Work flow Service Advisory Auditing approval

POLITICS AND CORPORATE STRATEGYTHREE ASPECTS

Absence of a political strategy in some corporations

A political strategy is turning the government from a regular industry to a protector.

When and how to get involved in public process .

THE POLITICS OF SELF-PROTECTION

Individual can employ three common strategies To protect themselves. They can

1. Avoidance

2. Redirect responsibility.

3. Defend their turf.

POLITICS AND GOVERNANCE

Agency theory Resource Dependable Organizational governance

Politics ,organizational Governance and ethics

CONTROLLING POLITICAL BEHAVIOUR

Peer PressureAgainst Politics

RemovePolitical Norms

Free FlowingInformation

Manage ChangeEffectively

ProvideSufficient

Resources

IntroduceClear Rules

HireLow-PoliticsEmployees

IncreaseOpportunitiesfor Dialogue

CASE STUDY

Power or Empowerment at GM

Facts

General motors parma,ohio, Finalized three year agreement with united auto workers union, local 2005 .

Background Threat from GM to Parma corporation

Team concept Implementation group

Roger and bob relationship

THE REAL TIME SITUATION

Demands from new committee chairman.

Needed to improve the quality of customer service

Conclusion

REVIEW QUESTIONS

How would you describe Parma’s environment in terms of its level of uncertainty and complexity?

How would you characterize Bob Lintz’s approach to communication, decision making under exercise of power in creating change at Parma?

What were the most critical issues still facing Parma and what should be done to address them?

How can resistance to change be overcome utilizing the existing workforce?