ORGANIZATIONAL BEHAVIOR

• By sujith Bhaskar R

POWER & POLITICS

MUTUALITY OF INTEREST

BALANCING INDIVIDUAL AND ORGANIZATIONAL

INTERESTS THROUGH WIN-WIN COOPERATION.

EIGHT GENERIC INFLUENCE TACTICS

1. CONSULTATION. GETTING OTHERS TO PARTICIPATE IN DECISIONS AND CHANGES.

2. RATIONAL PERSUASION. TRYING TO CONVINCE SOMEONE WITH REASON, LOGIC, OR FACTS.

3. INSPIRATIONAL APPEALS. TRYING TO BUILD ENTHUSIASM BY APPEALING TO OTHERS’ EMOTIONS, IDEAS, OR VALUES.

4. INGRATIATING TACTICS. GETTING SOMEONE IN A GOOD MOOD PRIOR TO MAKING A REQUEST.

EIGHT GENERIC INFLUENCE TACTICS

5. COALITION TACTICS. GETTING OTHERS TO SUPPORT YOUR EFFORT TO PERSUADE SOMEONE.

6. PRESSURE TACTICS. DEMANDING COMPLIANCE OR USING INTIMIDATION AND THREATS.

7. UPWARD APPEALS. TRYING TO PERSUADE SOMEONE ON THE BASIS OF EXPRESS OR IMPLIED SUPPORT FROM SUPERIORS.

8. EXCHANGE TACTICS. MAKING EXPRESS OR IMPLIED PROMISES AND TRADING FAVORS.

THREE POSSIBLE INFLUENCE OUTCOMES

1. COMMITMENT. YOUR FRIEND ENTHUSIASTICALLY AGREES AND WILL DEMONSTRATE INITIATIVE AND PERSISTENCE WHILE COMPLETING THE ASSIGNMENT.

2. COMPLIANCE. YOUR FRIEND GRUDGINGLY COMPLIES AND WILL NEED PRODDING TO SATISFY MINIMUM REQUIREMENTS.

3. RESISTANCE. YOUR FRIEND WILL SAY NO, MAKE EXCUSES, STALL, OR PUT UP AN ARGUMENT.

TIPS FOR DEALING WITH POTENTIAL ALLIES

1. MUTUAL RESPECT

2. OPENNESS

3. TRUST

4. MUTUAL BENEFIT

RECIPROCITY

WIDESPREAD BELIEF THAT PEOPLE SHOULD BE

PAID BACK FOR THEIR POSITIVE AND NEGATIVE

ACTS.

SOCIAL POWER

ABILITY TO GET THINGS DONE WITH HUMAN,

INFORMATIONAL, AND MATERIAL RESOURCES.

DIMENSIONS OF POWER

• SOCIALIZED POWER

• PERSONALIZED POWER

• REWARD POWER

• COERCIVE POWER

• LEGITIMATE POWER

• EXPERT POWER

• REFERENT POWER

EMPOWERMENT

SHARING POWER WITH NONMANAGERSTHROUGH

PARTICIPATIVE MANAGEMENT.

DELEGATION

GRANTING DECISION-MAKING AUTHORITY TO

PEOPLE AT LOWER LEVELS.

ORGANIZATIONAL POLITICS

INTENTIONAL ENHANCEMENT OF SELF-INTEREST.

UNCERTAINTY IN ORGANIZATIONS

POLITICAL MANEUVERING IS TRIGGERED BY UNCERTAINTY.

FIVE SOURCES OF UNCERTAINTY

1. UNCLEAR OBJECTIVES

2. VAGUE PERFORMANCE MEASURES

3. ILL-DEFINED DECISION PROCESSES

4. STRONG INDIVIDUAL OR GROUP COMPETITION

5. ANY TYPE OF CHANGE.

COALITION

TEMPORARY GROUPINGS OF PEOPLE WHO ACTIVELY

PURSUE A SINGLE ISSUE.

LEVELS OF POLITICAL ACTION IN ORGANIZATIONS

NETWORKLEVEL

COALITIONLEVEL

INDIVIDUAL LEVEL

DISTINGUISHING CHARACTERISTICS

COOPERATIVE PURSUIT OF GENERAL SELF-INTERESTS

COOPERATIVE PURSUIT OF GROUP INTERESTS IN SPECIFIC ISSUES

INDIVIDUAL PURSUIT OF GENERAL SELF-INTERESTS

POLITICAL TACTICS

THERE ARE EIGHT POLITICAL TACTICS

1. ATTACKING OR BLAMING OTHERS.

2. USING INFORMATION AS A POLITICAL TOOL.

3. CREATING A FAVORABLE IMAGE. (ASLO KNOWN AS IMPRESSION MANAGEMENT).

4. DEVELOPING A BASE OF SUPPORT.

5. PRAISING OTHERS (INGRATIATION).

6. FORMING POWER COALITIONS WITH STRONG ALLIES.

7. ASSOCIATING WITH INFLUENTIAL PEOPLE.

8. CREATING OBLIGATIONS (RECIPROCITY).

IMPRESSION MANAGEMENT

GETTING OTHERS TO SEE US IN A CERTAIN MANNER.

NEGOTIATION

GIVE-AND-TAKE PROCESS BETWEEN CONFLICTING

INTERDEPENDENT PARTIES.

SIMPLE WAY TO MANAGE YOUR ATTITUDES

1. THINKING… DETERMINES YOUR ATTITUDES

2. ASKING… INCREASES YOUR INFORMATION TO DO YOUR KARMA WELL

3. DOING… GIVES YOU THE FEELING OF SUCCESS AND HAPPINESS

4. IMPROVING… PUTS YOU ON THE ROAD TO SELF-SATISFACTION

5. EXCELLING… IF YOU AIM FOR EXCELLENCE, YOU WILL ACHIEVE IT

6. ENJOYING… IS THE FRUIT OF GOOD KARMAS.

SIMPLE WAY TO MANAGE YOUR TIME

7. PRIORITISING… WHEN YOU PRIORITISE, YOU ACHIEVE SUCCESS.

8. CHANGING… WHEN YOU CHANGE YOURSELF, YOU CHANGE THE WORLD AROUND YOU.

9. INNOVATING… IS SEEING THINKS THROUGH A NEW LENS.

10. DISCIPLINING… IS PRACTICING GOOD HABITS, SLOWLY.

11. LISTENING… IS PUTTING YOURSELF IN OTHERS’ SHOES

12. DELEGATING… DELEGATE, DON’T ABDICATE.

SIMPLE WAY TO MANAGE YOUR GOALS

13. CUSTOMERISING… HAPPY CUSTOMERS IS THE GOAL OF EVERY BUSINESS

14. LEARNING… LEARN FROM BOOKS AND PEOPLE

15. FORGIVING… IS A SIMPLE WAY TO ACHIEVE YOUR GOALS

16. ENCOURAGING… IS ALSO A SIMPLE WAY TO ACHIEVE YOUR GOALS

17. GIVING… GIVE AND TAKE AND GIVE : IT’S SIMPLE

18. SUCCEEDING… SUCCESS NEEDS NO EXPLANATION, FAILURE HAS NONE.

SIMPLE WAYS TO GET ALONG WITH PEOPLE

SIX IDEAS TO MAKE YOUR EMPLOYEES

1. LEAD YOUR EMPLOYEES WITH THE FLAG IN YOUR HAND

2. UNDERSTAND THE PYGMALION EFFECT TO EMPOWER YOUR EMPLOYEES

3. BUILD THE SELF-RESPECT OF YOUR EMPLOYEES

4. YOUR EMPLOYEE’S SUCCESS IS YOUR SUCCESS

5. FORGIVE YOUR EMPLOYEE’S MISTAKES GRACEFULLY

6. MAKE YOURS A WINNING TEAM.

SIMPLE WAYS TO GET ALONG WITH PEOPLE

SIX IDEAS TO MANAGE YOUR EMPLOYEES

1. TRY TO BEND YOUR EMPLOYEES MINDS

2. REMEMBER .. YOU BUY YOUR EMPLOYEE’S TIME

3. EFFECTIVE COMMUNICATION WITH YOUR EMPLOYEES IS THE OPEN SESAME

4. AVOID PUTTING ROUND EMPLOYEES IN SQUARE HOLES

5. DELEGATE BUT DON’T FORGET

6. LEARN TO CONDUCT GOOD MEETINGS.

SIMPLE WAYS TO GET ALONG WITH PEOPLE

SIX IDEAS TO MOTIVATE YOUR EMPLOYEES

1. TRAIN EMPLOYEES TO GET ALONG WITH EACH OTHER

2. ENCOURAGE EACH OF YOUR EMPLOYEE TO BECOME CUSTOMER - ORIENTED

3. STRECH YOUR EMPLOYEES

4. SOLVE YOUR EMPLOYEES PROBLEMS

5. MOTIVATE YOUR EMPLOYEES TO THINK

6. CURE YOUR OBNOXIOUS EMPLOYEES.

POLITICAL TACTICS DERIVED FROM RESEARCH

TACTICS DESCRIPTION

PRESSURE TACTICS USING DEMANDS, THREATS, ORINTIMIDATION TO CONVINCE YOU TOCOMPLY WITH A REQUEST OR TO SUPPORT APROPOSAL.

UPWARD APPEALS PERSUADING YOU THAT THE REQUEST ISAPPROVED BY HIGHER MANAGEMENT, ORAPPEALING TO HIGHER MANAGEMENT FORASSISTANCE IN GAINING YOUR COMPLIANCEWITH THE REQUEST.

EXCHANGE TACTICS MAKING EXPLICIT OR IMPLICIT PROMISESTHAT YOU WILL RECEIVE REWARDS ORTANGIBLE BENEFITS IF YOU COMPLY WITH AREQUEST OR SUPPORT A PROPOSAL, ORREMINDING YOU OF A PRIOR FAVOR TO BERECIPROCATED.

COALITION TACTICS SEEKING THE AID OF OTHERS TO PERSUADEYOU TO DO SOMETHING, OR USING THESUPPORT OF OTHERS AS AN ARGUMENT FORYOU TO AGREE ALSO.

INGRATIATINGTACTICS

SEEKING TO GET YOU IN A GOOD MOD OR TOTHINK FAVORABLY OF THE INFLUENCEAGENT BEFORE ASKING YOU TO DOSOMETHING.

RATIONALPERSUASION

USING LOGICAL ARGUMENTS AND FACTUALEVIDENCE TO PERSUADE YOU THAT APROPOSAL OR REQUEST IS VIABLE ANDLIKELY TO RESULT IN THE ATTAINMENT OFTASK OBJECTIVES.

INSPIRATIONALAPPEALS

MAKING AN EMOTIONAL REQUEST ORPROPOSAL THAT AROUSES ENTHUSIASM BYAPPEALING TO YOUR VALUES AND IDEALS ORBY INCREASING YOUR CONFIDENCE THATYOU CAN DO IT.

CONSULTATIONTACTICS

SEEKING YOUR PARTICIPATION IN MAKING ADECISION OR PLANNING HOW TO IMPLEMENTA PROPOSED POLICY, STRATEGY, OR CHANGE.

SOURCE: ADAPTED FROM GARY YUKL AND CECILIA M FALBE, “INFLUENCETACTICS AND OBJECTIVES IN UPWARD, DOWNWARD, AND LATERAL INFLUENCEATTEMPTS,” JOURNAL OF APPLIED PSYCHOLOGY, VOL. 75, 1990, P. 133. USED WITHPERMISSION.

RANDOLPH’S EMPOWERMENT MODEL

THE EMPOWERMENT PLAN

SHARE INFORMATION

• SHARE COMPANY PERFORMANCE INFORMATION. • HELP PEOPLE UNDERSTAND THE BUSINESS.

• BUILD TRUST THROUGH SHARING SENSITIVE INFORMATION

• CREATE SELF-MONITORING POSSIBILITIES.

CREATE AUTONOMYTHROUGH STRUCTURE

LET TEAMS BECOMETHE HIERARCHY

•CREATE A CLEAR VISION ANDCLARIFY THE LITTLE PICTURES.

•PROVIDE DIRECTION AND TRAININGFOR NEW SKILLS.

•CLARIFY GOALS AND ROLESCOLLABORATIVELY.

•PROVIDE ENCOURAGEMENT ANDSUPPORT FOR CHANGE.

•CREATE NEW DECISION-MAKINGRULES THAT SUPPORT EMPOWERMENT.

•GRADUALLY HAVE MANAGERS LETGO OF CONTROL.

•ESTABLISH NEW EMPOWERINGPERFORMANCE MANAGEMENTPROCESSES.

•WORK THROUGH THE LEADERSHIPVACUUM STAGE.

•USE HEAVY DOSES OF TRAINING. •ACKNOWLEDGE THE FEAR FACTOR.

REMEMBER: EMPOWERMENT IS NOT MAGIC;IT CONSISTS OF A FEW SIMPLE STEPS AND A LOT OF PERSISTENCE.

SOURCE: “NAVIGATING THE JOURNEY TO EMPOWERMENT,” BY W ALANRANDOLPH. REPRINTED BY PERMISSION OF THE PUBLISHER FROMORGANIZATIONAL DYNAMICS, SPRING 1992. © 1995 AMERICAN MANAGEMENTASSOCIATION. ALL RIGHTS RESERVED.

ARE YOU POLITICALLY NAÏVE, POLITICALLYSENSIBLE, OR A POLITICAL SHARK?

CHARACTERISTICS

NAIVE SENSIBLE SHARKS

UNDERLYING ATTITUDE

POLITICS ISUNPLEASANT.

POLITICS ISNECESSARY

POLITICS IS ANOPPORTUNITY.

INTENT AVOID AT ALLCOSTS.

FURTHERDEPARTMENTAL

GOALS.

SELF-SERVINGAND

PREDATORY.

TECHNIQUES TELL IT LIKE ITIS.

NETWORK;EXPAND

CONNECTIONS;USE SYSTEM TO

GIVE ANDRECEIVEFAVORS.

MANIPULATE;USE FRAUD AND

DECEIT WHENNECESSARY.

FAVORITETACTICS

NONE-THETRUTH WILL

WIN OUT.

NEGOTIATE,BARGAIN.

BULLY; MISUSEINFORMATION;

CULTIVATE ANDUSE “FRIENDS”

AND OTHERCONTACTS.

SOURCE: REPRINTED FROM J K PINTO AND O P KHARBANDS,“LESSONS FOR AN ACCIDENTAL PROFESSION,” BUSINESS HORIZONS,MARCH-APRIL 1995, P 45. © 1998 BY THE FOUNDATION FOR THESCHOOL OF BUSINESS AT INDIANA UNIVERSITY. USED WITHPERMISSION.

SOME PRACTICAL ADVICE ON MANAGINGORGANIZATIONAL POLITICS.

TO REDUCE SYSTEM UNCERTAINTYMAKE CLEAR WHAT ARE THE BASES AND PROCESSES FOREVALUATION.DIFFERENTIATE REWARDS AMONG HIGH AND LOWPERFORMERS.MAKE SURE THE REWARDS ARE AS IMMEDIATELY ANDDIRECTLY RELATED TO PERFORMANCE AS POSSIBLE.

TO REDUCE COMPETITIONTRY TO MINIMIZE RESOURCE COMPETITION AMONGMANAGERS.REPLACE RESOURCE COMPETITION WITH EXTERNALLYORIENTED GOALS AND OBJECTIVES.

TO BREAK EXISTING POLITICAL FIEFDOMSWHERE HIGHLY COHESIVE POLITICAL EMPIRES EXIST, BREAKTHEM APART BY REMOVING OR SPLITTING THE MOSTDYSFUNCTIONAL SUBGROUPS.IF YOU ARE AN EXECUTIVE, BE KEENLY SENSITIVE TOMANAGERS WHOSE MODE OF OPERATION IS THEPERSONALIZATION OF POLITICAL PATRONAGE. FIRST,APPROACH THESE PERSONS WITH A DIRECTIVE TO “STOP THEPOLITICAL MANEUVERING.” IF IT CONTINUES, REMOVE THEMFROM THE POSITIONS AND, PREFERABLY, THE COMPANY.

TO PREVENT FUTURE FIEFDOMSMAKE ONE OF THE MOST IMPORTANT CRITERIA FORPROMOTION AN APOLITICAL ATTITUDE THAT PUTSORGANIZATIONAL ENDS AHEAD OF PERSONAL POWER ENDS.

SOURCE: D R BEEMAN AND T W SHARKEY, “THE USE ANDABUSE OF CORPORATE POLITICS,” BUSINESS HORIZONS,MARCH-APRIL 1987, P 30.

POLITICAL STRATEGIES FOR ATTAININGPOWER IN ORGANIZATIONS

TAKING COUNSELMAINTAINING MANEUVERABILITYPROMOTING LIMITED COMMUNICATIONEXHIBITING CONFIDENCECONTROLLING ACCESS TO INFORMATION AND PERSONSMAKING ACTIVITIES CENTRAL AND NONSUBSTITUTABLECREATING A SPONSOR-PROTÉGÉ RELATIONSHIPSTIMULATING COMPETITION AMONG AMBITIOUSSUBORDINATESNEUTRALIZING POTENTIAL OPPOSITIONMAKING STRATEGIC REPLACEMENTSCOMMITTING THE UNCOMMITTEDFORMING A WINNING COALITIONDEVELOPING EXPERTISEBUILDING PERSONAL STATUREEMPLOYING TRADE-OFFSUSING RESEARCH DATA TO SUPPORT ONE’S OWN POINT OFVIEWRESTRICTING COMMUNICATION ABOUT REAL INTENTIONSWITHDRAWING FROM PETTY DISPUTES.

Organizationalcontributors•Individuals•Groups

Political TacticsSelf-interest

Influence tactics

Power

Conflict management

Integrative negotiation

Mutuality of interest

(organizational effectiveness)

Climate of Openness, Cooperation, and Trust

Climate of Destructive Competition and Suspicion

The Constant Tug-of-War between Self-Interest and Mutuality of Interest Requires Managerial Action

Influence Sharing Manager/Leader consults followers when making decisions Authoritarian

Power Manager/Leader imposes decisions.

Power Sharing Manager/leader and followers jointly make decisions.

Power Distribution Followers granted authority to make decisions.

High

None Domination Consultation Participation Delegation

Deg

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tThe Evolution of Power: From Domination to Delegation