Power and politics Flashcards
Definition of power - Pfeffer
Power is the ability to get others to do what you want them to do, it is often necessary to use political tactics to achieve these ends
Organisational structures and power
As structures become flatter, power is becoming less important and the scope for politics is increasing. Part of being a manager is knowing how to prevail in the political battles you will face
Power as property of the individual
- Sees power as something that you possess, a set of resources that you accumulate
- Power is something you can accumulate, you can take deliberate action to strengthen individual and structural sources of power
Power as property of the relationship - French and Raven 5 faces of power
Perception is an important part of French and Raven’s 5 faces of power. Manipulating others to believe something achieves organisational ends and compliance. Managers use several combinations of faces at different times depending on context and target of their influence.
Five faces of power - REWARD POWER
Exerting influence based on the others belief that the influencer has access to valued rewards which will be dispensed in reward for compliance e.g. promotions or bonuses
Five faces of power - COERCIVE POWER
Ability to exert influence based on the others belief that the influencer has the ability to administer unwelcome sanctions or penalties e.g. demotion or redundancy
Five faces of power - REFERENT POWER
Ability to exert influence based on the others belief that the influencer has desirable personality traits and abilities that should be copied e.g. rely on their charming personality
Five faces of power - LEGITIMATE POWER
Ability to exert influence based on the others belief that the influencer has authority to issue orders which in turn they are obliged to accept e.g. formal organisational position
Five faces of power - EXPERT POWER
Ability to exert influence based on the others belief that the influencer has superior knowledge relevant to the situation and task
Stephen Luke’s 3 faces of power
1) First, power that is exercised to secure a decision in situations where there is observable conflict. Visible - power exercised to secure a decision
2) Second, power that is exercised to keep issues off the decision-making agenda so that potential conflicts or disagreements are precluded and therefore unobservable. Subtle - power exercised to exclude information of the interests of others
3) Third, institutionalised power defines what is normal for others. If norms become institutionalised by members then they will act in accordance with these norms. Institutionalised - power exercised to define reality for an organisations members, CULTURE.
Bio-power, Foucalt
Power that operates y establishing what is normal and abnormal in thought and behaviour. it exercised its control over us by constituting the normal and operates through individual cognition
Disciplinary power, Foucalt
Thinking relates to Luke’s third face of institutionalised power. Target individuals and groups and works through the construction of social and organisational routines. Tools of surveillance and assessment used to regiment individuals, rendering them compliant
Panopticon, Foucalt
All prisoners are observed at all times, but they cannot see the observer. They cannot avoid this constant surveillance, but do not know when they are being observed. This results on self monitoring.
Rational model of organisation
A perspective that holds that organisational goals are clear, objectives are defined, alternatives are identified and choices are made on the basis of logic.
Employees possess goals that are compatible with the goals of other members. They share a collective purpose called the organisational goal
Political model of organisation
A perspective that holds that organisations are made up of groups that have separate goals, interests and values, in which power and influence are needed to make decisions.
There is no overarching goal to which all members of the organisation subscribe. Those with the most power will be most successful in furthering their own interests and achieving goals.
Machiavellianism
This is a trait that those who are likely to engage in organisational politics are likely to possess.
Machiavelli wrote a set of rules for those in charge in order for them to secure and hold on to power. Traits are characterised by
1) Use of deceit in interpersonal relations
2) Cynical view of the nature of other people
3) A lack of concern with the conventional
Other politically engaging behaviours
- Need for power - desire to make an impact on others, change people or make others and make a difference in life. Some of us have a strong desire to influence and lead others.
- Internal locus of control - internally led people are more likely to engage in political behaviour as they believe they influence their own fate
- Risk seeking propensity - the willingness of the individual to choose options that entail risk. Engaging in political behaviour has positive and negative outcomes.
Jeffrey Pfeffer
According to Pfeffer, individual power comes from political skill which is characterised by social astuteness, networking ability, interpersonal influence and apparent sincerity.
Power comes from knowing the rules of the game, recognising the power of others and being able to play
Organisational change drivers of politics
Change creates more unstructured decisions and the scope for political behaviour in times of major change is therefore high. Change also generates uncertainty which those who behave politically can exploit to their advantage.
