1. Organizational Power and Politics 12 T W E L V E C H A P T E R

3. Power Empowerment How to get it How to use it … without abusing it

9. Empowerment: To empower yourself To facilitate the empowerment of others To empower yourself To facilitate the empowerment of others

10. Relationship Among Social Influence, Power, and Politics Organizational politics Use of power for personal interests Capacity to exert influence Social influence Unsuccessful Successful Power

11. Power and Dependence Person B Person B’s counterpower over Person A Person A’s power over Person B Person A Person B’s Goals

17. Sources of Power Archive Photos Legitimate Power Reward Power Coercive Power Expert Power Referent Power

22. Increasing Nonsubstitutability Increasing Nonsubstitutability Controlling Tasks Controlling Knowledge Differentiation Controlling Labour

23. Consequences of Power Reward Power Legitimate Power Coercive Power Expert Power Referent Power Sources of Power Consequences of Power Commitment Resistance Compliance

27. Organizational Politics: More Likely at the Top Extent to Which Political Activity is Likely (range 0-3) Production and blue collar Clerical and white collar Technical and professional Lower management Middle management Upper management 1.3 1.2 1.1 1.0 .9 .8 .7 .6 .5 .4 .3 .2 .1 Organizational Level (.18) (.50) (.54) (.73) (1.07) (1.22) Political activity is perceived to increase at higher organizational levels

28. Types of Organizational Politics Types of Organizational Politics Managing impressions Attacking and blaming Creating obligations Cultivating networks Controlling information Forming coalitions

30. Types of Organizational Politics Attacking and blaming Creating obligations Cultivating networks Controlling information Forming coalitions It was John’s fault I thought you knew… We agreed that… Look who I know… You scratch my back…

31. Conditions for Organizational Politics Conditions Supporting Organizational Politics Scarce Resources Complex and Ambiguous Decisions Personal Characteristics Tolerance of Politics

32. Conditions for Organizational Politics Conditions Supporting Organizational Politics Scarce Resources Complex and Ambiguous Decisions Personal Characteristics Tolerance of Politics Deceit is appropriate Zero-sum rewards Internal locus of control Perceived alternatives? It works here Democratic decision making

33. Political Antics Top the “Most Unethical List”: Survey Results Gender discrimination in recruitment or hiring Arrangements with vendors leading to personal gain Nonperformance factors used in appraisals Gender discrimination in compensation Not maintaining confidentiality Using discipline inconsistently Gender discrimination in promotion Sexual harassment Allowing differences in pay due to friendships Hiring, training, or promoting based on favouritism 0 5 10 15 20 25 30 35 Situation Percentage Responding with a 4 or 5 on a five-Point Scale Measuring Degree of Seriousness (where 5=“very great”) (22.6) (23.1) (23.5) (25.8) (26.4) (26.9) (26.9) (28.4) (30.7) (30.7) Potentially political behaviours

34. Controlling Political Behaviour Peer Pressure Against Politics Remove Political Norms Free Flowing Information Manage Change Effectively Provide Sufficient Resources Introduce Clear Rules Hire Low-Politics Employees Increase Opportunities for Dialogue