Dynamics of Organizational Behavior: Power and Politics | Management Optional Notes for UPSC PDF Download

Introduction

• Power Definition:
  • Power is the ability to influence others, involving the control of resources.
  • It's seen in transactions between an agent (user of power) and a target (recipient of power).
  • A's power influences B's behavior according to A's wishes.
• Dependency Aspect:
  • Power is a function of dependency, highlighting the reliance of the target on the agent.
  • The potential for power to influence exists, even if not always exercised.
• Definition Recap:
  • Power is a capacity, not always actualized, with a dependency relationship.
  • It implies the potential to influence behavior, creating an exchange dynamic.

Contrasting Leadership and Power

• Leadership Goals:
  • Leaders aim to achieve goals and guide their team toward success.
• Power Role:
  • Power serves as a means to facilitate goal achievement but isn't goal-oriented itself.
• Involvement of Goals:
  • Leadership involves both leaders and followers working toward common objectives.
  • Power, on the other hand, doesn't inherently incorporate the goals of leaders or followers.
• Direction of Influence:
  • Leadership primarily focuses on influencing downward, from leader to subordinate.
  • Power, as a concept, doesn't inherently emphasize a specific direction of influence.

Distinction between Power, Authority and Influence

Summary: Power, Authority, and Influence

• Power:
  • Definition: Ability to influence someone.
  • Nature: Signifies the capability to impact others.
• Influence:
  • Definition: Process of affecting someone's thoughts, behavior, and feelings.
  • Nature: Involves actively shaping others' perceptions and actions.
• Authority:
  • Definition: Right to influence someone.
  • Nature: Represents a legitimate right to impact others.

Key Distinctions

• Authority vs. Power:
  • Authority: Legitimate right to influence.
  • Power: Ability to influence, regardless of legitimacy.
• Legitimacy:
  • Authority: Inherently legitimate.
  • Power: Not necessarily legitimate.
• Relationship:
  • Authority: Provides legitimacy to power.
  • Power: May or may not be considered legitimate.

Bases of Power Formal Power

1. Coercive Power:

• Definition: Forcing compliance through punishment.
• Example: Making an employee follow orders under the threat of job loss or loss of bonuses.

2. Reward Power:

• Definition: Influencing behavior by offering rewards.
• Examples: Tangible rewards like promotions, bonuses, incentives, or intangible rewards.

3. Legitimate Power:

• Definition: Deriving power from one's formal position in the organizational hierarchy.
• Example: President of a corporation wielding power due to the office held.

4. Information Power:

• Definition: Having exclusive information or controlling its distribution for impact.
• Examples: Using information strategically, knowledge advantage, or influencing decisions with detailed information.

Personal Power

1. Expert Power:

• Definition: Influence derived from specialized skills or knowledge.
• Example: A person with in-depth expertise persuading others through trust and respect.

2. Referent Power:

• Definition: Influence based on possessing desirable resources or personal traits.
• Example: Attracting and building loyalty from others through a strong, respected personality.

3. Charismatic Power:

• Definition: An extension of referent power rooted in an individual's personality and style.
• Example: A leader exercising charm and persuasion, having a captivating influence over followers.

Sources of Power

1. Reward Power:

• Definition: Derives from controlling desired rewards (e.g., salary increases, bonuses).
• Example: Managers using financial incentives to influence employees.

2. Coercive Power:

• Definition: Stems from the ability to cause unpleasant experiences or punishments.
• Example: Managers using threats of dismissal or demotion to influence employee behavior.

3. Legitimate Power:

• Definition: Arises from one's position and mutual agreement on the right to influence.
• Example: Authority delegated to organizational positions, recognized by employees.

4. Referent Power:

• Definition: Based on interpersonal attraction, often seen in charismatic individuals.
• Example: People following someone they consider ideal due to personal appeal.

5. Expert Power:

• Definition: Originates from possessing information or knowledge needed by others.
• Example: Target trusting accurate information from an agent considered an expert in the field.

Acquisition of Power

• Extraordinary Works:
  • Definition: Achieving non-routine or exceptional tasks contributes to gaining power.
  • Example: Negotiating a new contract, creating innovative products, or developing new programs.
• Visible Activities:
  • Definition: Activities must be visible or known to others to generate power.
  • Example: Publicly announced and appreciated activities by higher-ups enhance power.
• Cultivate Right People:
  • Definition: Enhancing interpersonal relationships with superiors, subordinates, and peers increases personal power.
• Coalitions:
  • Definition: Forming alliances with others increases the capability to influence.
  • Example: Joining forces to collectively gain more power.
• Co-opt:
  • Definition: Increasing personal power by neutralizing threats and opposition through cooperation.
  • Example: Eliminating challenges to an individual's power base through strategic collaboration.

Position Power and Organizational Politics

• Extraordinary Achievements:
  • Description: Accomplishing exceptional tasks contributes significantly to personal power.
  • Example: A person can influence others based on superior qualities and achievements, even without formal authority.
• Legitimate Power:
  • Definition: Power derived from one's position, where authority legitimizes the exercise of power.
  • Example: Authority is an institutionalized form of power vested in a position or office.
• Position Power:
  • Explanation: Exercising authority delegated to a person based on their position in the organizational hierarchy.
• Organizational Politics:
  • Meaning: Involves the use of power and influence in organizations.
  • Description: Refers to actions taken, not officially sanctioned, to influence others for personal goals.

Reasons for Organizational Politics 

There are many reasons that contribute to political behaviour in organizations. Some of them are:

• Unclear Goals: When the goals of a company are not clearly defined or are too complicated, it can lead to office politics as people try to navigate and influence decisions.
• Decision-Making Power: When individuals in a company have the authority to make decisions based on their own judgment, it can create opportunities for political behavior.
• Authoritarian Leadership: When leaders make decisions without considering input from others, it can result in low morale among employees. In response, workers may engage in politics to protect their interests by forming groups or alliances.
• Competition for Power: There is a limited supply of power within organizations, leading to a competitive environment among managers and executives to acquire more power and resources. This competition can lead to dysfunctional behavior.
• Limited Promotional Opportunities: Some individuals may reach the highest level of promotion within a company, causing dissatisfaction. This dissatisfaction can drive people to engage in office politics, while others who value job performance over promotions may not participate.
• Subjective Performance Appraisal: When job performance cannot be easily measured, and evaluations depend on the judgment of superiors, it can lead to biased performance appraisals. This subjectivity may prompt subordinates to engage in dysfunctional political behavior.

Characteristics (Symbols) of Power and Powerlessness (Negative aspects)

Kanter's Symbols of Power

• Interceding Abilities: Power is evident when someone can help others out of a difficult situation.
• Placement Influence: Power is demonstrated by the ability to secure key promotions for favored employees.
• Budget Flexibility: Managers with the power can exceed budget limits without facing consequences.
• Above-Average Raises: Power is reflected in a manager's capability to secure incentives above the average for their employees.
• Meeting Control: Power is displayed by getting things done on one's own terms during meetings.
• Early Information Access: Having access to information before others signifies power.
• Top Manager Consultation: Lower-level managers holding power are sought out for opinions by top managers.

Michael Korda's Symbols of Power

• Office Furnishing: The size and quality of office furniture convey the level of power a manager possesses.
• Time Power: Powerful executives value time, and a full calendar is evidence of a manager's power.
• Standing By: Imposing schedules on subordinates, making them stay close to their phones, signifies the executive's power in controlling their team's time.

Symbols of Powerlessness (Lack of Power)

Symptoms of Powerlessness in First-Line Supervisors

• Overly Close Supervision: Displayed when supervisors excessively monitor and control their subordinates, indicating a lack of trust or confidence.
• Inflexible Adherence to Rules: Seen when supervisors rigidly follow rules without considering flexibility, suggesting a lack of autonomy or decision-making authority.
• Personal Task Execution: Supervisors opting to perform tasks themselves rather than training subordinates, indicating a reluctance to empower others.

Powerlessness in Staff Professionals

• Resistance to Change: When staff professionals (e.g., accountants, lawyers) feel powerless, they resist changes and strive to protect their domain.

Overcoming Powerlessness through Empowerment

• Empowerment Definition:
  • Sharing power in a way that fosters belief in one's ability to perform the job effectively.
• Four Dimensions of Empowerment:
  • Meaning: Aligning work roles with employees' values and beliefs.
  • Competence: Instilling confidence in one's ability to excel in the job.
  • Self-Determination: Granting control over how work is performed.
  • Impact: Belief that one's job contributes meaningfully to the organization.

Managerial Guidelines for Empowering Employees

• Express Confidence: Demonstrate trust in employees' abilities.
• Set High Performance Expectations: Establish challenging yet achievable goals for employees.
• Promote Participative Decision Making: Create opportunities for employees to contribute to decisions.
• Remove Autonomy Constraints: Eliminate barriers that hinder autonomy and decision-making.
• Establish Inspirational Goals: Define goals that are motivating and align with employees' sense of purpose.

Effectively Using Power

• Ethical Use of Power: Always use power in a way that aligns with ethical principles.
• Comprehensive Understanding of Power: Learn and utilize different types of power and influence available to you.
• Choose Empowering Roles: Opt for job positions that allow you to enhance your skills in wielding power.
• Balanced Use with Self-Restraint: Exercise power with a sense of self-restraint and maturity, ensuring responsible use.
• Acknowledge Influence as a Managerial Duty: Recognize that influencing people is a crucial aspect of a manager's responsibilities.

French and Raven's Five Bases of Power

• Definition of Power: Power is the ability to influence someone, creating a specific impact in a relationship.
• Differentiating Power and Influence: Power is the state in a relationship (A-B) where A's attempt to influence B makes the desired change more likely.
• Relativity of Power: Power is relative, depending on the specific understanding each person (A and B) applies to their relationship. B must recognize a quality in A that motivates the intended change.
• Bases of Power: French and Raven identify five significant categories of qualities that serve as bases of power. Other models exist, but these five are crucial: Coercive, Reward, Legitimate, Referent, and Expert.
• Drawing on the Right Power Base: Utilizing the appropriate power base is essential for the desired outcome. Using the wrong one can lead to unintended consequences, potentially reducing one's own power.
• Expansion of Power Bases: While French and Raven originally identified five bases, others have suggested additional ones. The bases can vary in observability and dependency on structural conditions.
• Link Between Power and Leadership: Power and leadership are closely connected. Understanding the different forms of power is crucial for effective leadership in organizational communication and the workforce.
• Introduction of Power Forms: Coercive, Reward, Legitimate, Referent, and Expert are the five introduced forms of power by French and Raven, each playing a role in influencing others.
• Consideration of Observability and Dependency: The level of observability and dependency on structural conditions are factors considered in understanding power dynamics, linking personal processes to broader structural aspects.