Transcript Chapter14

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Learning Objectives:
 Understand what makes power dynamics important
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in organisations
Explain the nature of Power
Indian insights: Discuss basic explanations by
, the master strategic counselor
Understand Power as a dynamic process
Discuss various sources of power at personal level and
unit level within an organisation
Understand the concept of organisational politics
Discuss how managers deal with power and politics in
organisations
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Power is the capacity to influence another person or a
group to accept one’s ideas or plan,it is the capacity of
some persons to produce intended and foreseen effects
on others
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Power causes cooperation among people who individually
can make little difference, so they join hands and form
alliances or coalitions, there can be power struggle in the
same organisation where people compete for greater
influence over processes, decisions and consequences
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There is no guarantee that they will not work counter to
the interests of the organisation, it is also not true that
competition, conflict and rivalry over greater influence are
bad for the organisation
Power requires dependency of someone else which is
reinforced by assumptions and norms
 Power: A Static, Structural Element or a Dynamic
process?
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 POWER (A OVER B) = DEPENDENCE (B ON A)
 Power involves a process of influence that is shaped by the
perception and motivation of the target with respect to
the action of the agent, in a context
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Is power positive or negative?
 When we examine that power can generate influence and
give access to resources, it appears more like a potential in
nature, whether it is positive or negative, can only be
determined from observing how it is deployed
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Kautilya (also known as Acharya Vishnugupt or Chanakya),
a renowned king maker, was a noted advisor to the King
Chandragupta Maurya and his writings compiled in 15
books together as “Arthshastra” are considered one of the
greatest expositions on the art of governance, the duties
of the ruler and various functionaries of the government,
the business law, diplomatic matters and so on
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According to him
 Power is a relative concept
 Comparison of power possessed can determine one’s status as
superior, equal or inferior
 Power is the strength and ability required to achieve ends. It is
useful for generating force that moves others and leads to
success
 Power can be augmented
 Position power
▪ Job Title or designation
▪ Job Description
▪ Prescribed
responsibilities
 Personal power
▪ Knowledge
▪ Expert
▪ Information
▪ Tradition
▪ Personality
▪ Charisma
▪ Reputation
▪ Professional Credibility
▪ Other’s Support
▪ Political Access
▪ Staff Support
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Sources of
Departmental Power
 Ability to Cope with
Uncertainty
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Sources of
Organisational Power
 Coercive
 Utilitarian
 Centrality and Non-
substitutability
 Normative
Directions of flow of power in various types of organisational
structures:
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Bureaucratic Model
 Downward since hierarchical
 Upward power: generally seen as disruptive, may be tolerated if displayed in acceptable style
 Lateral or side-ways power is almost not considered
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Collegial Model
 Upward power is encouraged
 Structural power redistributed through provision of profit-sharing, right/down -sizing and
cross-functional teams
 The need for sideways power becomes insignificant
 Downward power is used where peer pressure does not work
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Political Model
 Since power is accepted to be everywhere, use of sideways, upward as well as downward
power is considered legitimate
 Sideways power is needed for gaining approval / cooperation, competing for resources
outside the chain of formal authority
 Change increases power-play, but this is not always because people are greedy or corrupt.
People differ from one another and resources are not unlimited / easily available
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Using Power: The Link to Success
 Do not use a single strategy for influencing others
 Chose a strategy for which you have a strong, matching power
base
 Use multiple powerbases and a cluster of strategies for creating
the desired influence.
 Situational factors:
▪ Power bases of others
▪ Timing
▪ Personal Style
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What style of influence works for the Indian
Organisations
 The amount of authority of the superior is determined by the
rank and span of control, but the type of authority decided by
the legitimizing principles that justify action
 A powerful person can exert influence as long as the role
relationship legitimizes the superior’s demands and the
subordinate, accepting the norms and beliefs that support the
legitimacy of those demands
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Politics involves
 Acquiring, developing, and using power to achieve one's
objectives
 When change threatens the power bases and balance of
relative power in an organisation, politics is highly likely to be
used to maintain balance
 Political players are likely to pursue their own agenda or
objectives in order to preserve self interest
 Self interest may be protected even if those interests or the
means to attain those are not approved by the organisation
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Politics as a defense routine
 Individuals and their coalitions resort to politics in order to
enhance their survival and personal well being within
organisations
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The lowest level of maneuvering
is a simple political awareness of
how people feel about a
relatively minor situation – for
example, starting a new
procedure in one’s department
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A somewhat higher level of
political maneuvering - political
facilitation - calls for direct
interaction with those who may
help or hinder the change
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The
level
of
political
maneuvering organisation-wide
change is also called political
intervention