OB Power and Politics (2)

Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.

Power and Politics


Power and Politics

Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc. Power and Politics

Group 4, MBA 16 BMuhammad Zubair Kayani

Tariq AzizSaiqa ZamurdAnila NasirIshrat AmirNadia HassanShagufta JavedMuhammad Umer AlamMuhammad Usman


Scheme of PresentationIntroduction

Power and PoliticsTypes of Power

Formal PowerInformal Power

Evaluation of Various Types of PowerEmpowerment: Giving Power to EmployeesPower and Politics in OrganizationsConclusion

Chapter 7, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc. Contd....

IntroductionPower and politics can be seen every day in every aspect of an organizationPlays a major role in the running of an organization and its productionPower can help encourage employees with better decisions and team workPolitics come into play with major decision making when more than one party or interest is involvedBoth power and politics collaborate to see the organization meets its goals


IntroductionPower and politics in organizations is necessary for operations to run smoothly and timelyThe essence of power is control over the behavior of othersWithout direct or indirect connection it is not possible to alter the behavior of others


Power and Politics

By

Tariq Aziz


What is PowerThe capacity to act and make choices and decisions The capacity to create order and sustain influenceThe ability of one person or group to cause another person or group to do something that they otherwise might not have doneA capacity that ‘A’ has to influence the behaviour of ‘B’ so that ‘B’ acts in accordance with ‘A’s wishes


What is PoliticsA process by which groups of people make collective decisionsThe art or science of running governmental or state affairsOrganizational Politics are the activities in which managers engage to increase their power and to pursue goals that favor their individual and group interestsBehaviour to influence the distribution of advantages and disadvantages within the organization


Power and LeadershipPower

Does not require goal acceptance

Maximizes importance of lateral and upward influence

Power focuses on tactics for gaining compliance

LeadershipRequires goal

agreementMinimizes

importance of lateral and upward influence

Leadership research focuses on answers


Types of Power

By

Anila Nasir


Types of PowerFormal individual power is the power that stems from a person’s position in an organization’s hierarchyInformal individual power is the power that stems from personal characteristics


Types of PowerFormal Power

LegitimateRewardCoerciveInformation

Informal PowerExpertReferrentCharismatic


Types of Formal Power

By

Saiqa Zamurd


Types of Formal PowerLegitimate

The power to control and use organizational resources to accomplish organizational goalsReward

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

Contd ....


Types of Formal PowerCoercive

The power to give or withhold punishment, such as suspension, termination, or withholding of praise and goodwillInformation

The power that stems from access to and control over information


Types of Informal Power

By

Ishrat Amir


Types of Informal PowerExpert

Informal power that stems from superior ability or expertiseReferrent

Informal power that stems from being liked, admired, and respected Contd ....


Types of Informal PowerCharismatic

An intense form of referent power that stems from an individual’s personality or physical or other abilities, which induce others to believe in and follow that person


Evaluation of Various Types of

Power

By

Nadia Hassan


Evaluation of PowerCoercive Power

Tends to result in negative performance responses from individuals, decreases satisfaction, increases mistrust, and creates fearReward Power

may improve performance in a variety of situations if the rewards are consistent

Contd ....


Evaluation of PowerLegitimate Power

does not have a negative effect, but does not generally stimulate employees to improve their attitudes or performance, and increased commitmentExpert Power

relies on trust that all relevant information is given out honestly and completely


Empowerment: Giving Power to

Employees

By

Shagufta Javed


True EmpowermentConditions for True

EmpowermentClear definition of the values

and mission of the companyCompany must help employees

acquire the relevant skillsEmployees need to be

supported in their decision making, and not criticized when they try to do something extraordinary

Employees need to be recognized for their efforts


True EmpowermentCharacteristics of

Empowered PeopleSense of Self-determination -

Employees are free to choose how to do their work; They are not micromanaged

Sense of Meaning - Employees feel that their work is important to them; They care about what they are doing

Contd ....


True EmpowermentCharacteristics of

Empowered PeopleSense of Competence -

Employees are confident about their ability to do their work well; They know they can perform

Sense of Impact - Employees believe they can have influence on their work unit; Others listen to their ideas


Power and Politics in

Organizations

By

Muhammad Omer Alam


The Dark SidePower and politics often have negative connotations because people associate them with attempts to use organizational resources for personal advantage and to achieve personal goals at the expense of other goals


The Bright SideManagers can use power

To control people and other resources so that they cooperate and help to achieve current organizational goals

To engage in politics and influence the decision-making process to help promote new organizational goals


Power and Politics in

Organizations

By

Muhammad Usman


Politics in OrganizationsOrganizational Factors

contributing to PoliticsReallocation of rewardsPromotion opportunitiesLow trustRole ambiguityUnclear performance

evaluation systemZero-sum reward practicesDemocratic decision-makingHigh performance pressureSelf-serving senior managers


Various Political ActivitiesVarious Political Activities in

Organizations

Attacking or blaming others

Controlling information

Forming coalitions

Networking

Creating obligations

Managing impressions


Power and Politics

OB Power and Politics (2)

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