POWER IN ORGANISATION

POWER IN ORGANISATION

WHAT IS POWER?Power is the ability to influence people or things.

Power is to be treated as a capacity that A has to influence the behaviour of B, so that B does something he or she would not otherwise do.

Power is a relational phenomenon and can be defined always in a dynamic sense.

POWER AND AUTHORITYThese two concepts are different.

Power is ones capability or getting intended result, authority is the right to get the intended results.

Authority is the legitimate power formally granted by the organisation and accepted by the employees.

Power itself need not be legitimate.

Authority is narrower in scope than power.

FOUR STAGES OF POWERMcClelland (1961) identified four stages of power:

Drawing inner strengths from others

Strengthening oneself

Self-assertiveness

Acting as an instrument of higher authority

POWER DYNAMICSDistribution

There is no rationale in distribution of power among organisational members.

Those in power try to grab more of it.

An individual cannot have power at all times and at all places.

Dependency:

Power largely depends upon dependency relationship.

A person who can be easily displaced enjoys more power than others whose services can be easily replaced.

The greater the dependency of an organisation on an individual, the greater the power he enjoys.

Uncertainty:

Organisations seek to avoid uncertainty as far as possible. People who can absorb uncertainty wield more power

Compliance:

Of all types of power, people generally comply with legitimate power.

Power Indicators:

Determinants of Power

Consequences of Power

Symbols

Reputation

Representation on Committees

INTERPERSONAL SOURCES OF POWERReward Power: Rewarding desirable behaviour

Coercive Power: Punishing undesirable behaviour

Legitimate Power: Based on authority

Expert Power: Competency, talent or specialised knowledge

Referent Power: Linked with respect, admiration or liking

Reflected Power: It is the power a person derives from the closeness to a powerful person.

Emotional Power: Used by people over those who are very close to them.

Charismatic Power: It is the influence the person has over others because his ability to inspire them and move them emotionally.

STRUCTURAL SOURCES OF POWERKnowledge as Power

Resources as Power

Information as Power

Networks as Power

ORGANISATIONAL POLITICS

WHAT IS ORGANISATIONAL POLITICS?Politics relates to the ways people gain and use power in organisations.

Political behaviour in organisations: Refers to those activities that are not required as part of ones formal role in the organisation, but that influence or attempt to influence, the distribution of advantages and disadvantages in the organisation.

TWO DIFFERENT VIEWSPolitics involves deception and dishonesty for purposes of individual self interest.

Politics is a natural organisational process for resolving differences among organisational interest groups.

POLITICAL BEHAVIOURWithholding key information from decision makers,

whistle blowing,

spreading rumours,

exchanging favours with others in the organisation for mutual benefit,

lobbying on behalf of or against a particular individual or decision

LEGITIMATE POLITICAL BEHAVIOURIncludes normal everyday politics

Complaining to ones superiors, bypassing the chain of command, obstructing organisational policies or decisions through inactions or excessive adherence to rules and developing contacts outside the organisation through ones professional activities

ILLEGITIMATE POLITICAL BEHAVIOURExtreme

Sabotage, Whistle blowing, symbolic protest such as groups of employees cumulatively calling in sick

FACTORS CONTRIBUTING TO POLITICAL BEAHVIOURIndividual Factors:

High self-monitors,

Internal locus of control,

High Mach personality,

Organisational Investment,

Perceived job alternatives

Individuals investment in the organization

Expectations of success

Organisational factors:

Reallocation of resources

Promotion opportunities

Low trust

Role Ambiguity

Unclear Performance Evaluation system

Zero-sum reward practices

High performance pressures

Self-serving senior managers

EMPLOYEE RESPONSES TO ORGANISATIONAL POLITICSDecreased job satisfaction

Increased anxiety and stress

Increased turnover

Reduced Performance

AREAS RELEVANT TO HIGHLY POLITICAL BEHAVIOURScarce resources

Ambiguous decision

Ambiguous and complex goals

Complex Technology

Turbulent external environment

Change

LIMITING THE EFFECTS OF POLITICAL BEHAVIOUROpen Communication

The Reduction of Uncertainty

Creating awareness within the organization about the causes and consequences of conflict