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CHAPTER 11

CHAPTER 11. POWER AND POLITICS. Introduction:. Power refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with A’s wishes.

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CHAPTER 11

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  1. CHAPTER 11 POWER AND POLITICS

  2. Introduction: • Power refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with A’s wishes. • Power is the ability to make things happen in the way an individual wants, either by self or by the subordinates. The essence of power is control over the behavior of others.

  3. Bases of Power: B)Personal Power Expert Rational Persuasion Referent Charismatic Formal Power Coercive Reward Legitimate Information

  4. Dependency : Key to Power • Importance • Scarcity • No availability of substitutes

  5. Power Tactics • Reason • Friendliness • Coalition • Bargaining • Assertiveness • Higher authority • Sanctions

  6. Influence Tactics: • Pressure • Upward Appeals • Exchange • Coalition • Ingratiation • Rational Persuasion • Inspirational Appeals • Consultation

  7. Empowerment • Empowerment is the process by which managers help others to acquire and use the power required to make decisions affecting both themselves and their work. • The following are important in this context- • Changing Position Power. • Expanding the Zone of Indifference

  8. Coalitions • Individuals who lose power or are out of power seek to increase their power individually. If they fail to do so, then the alternative is to form a coalition—an informal group bound together by the active pursuit of a single issue.

  9. Politics: Power In Action • Political behavior fall outside the ambit of one’s specified job requirements. • It includes efforts to influence the goals, criteria, or processes employed for decision-making. • It includes a variety of political behaviors such as, withholding vital information from decision makers, whistle-blowing, spreading rumors, leaking confidential information, etc.

  10. Factors Contributing to Political Behavior: • Individual factors: individuals with internal locus of control, Mach personality. • Organizational factors: Role ambiguity, unclear performance evaluation system, self serving senior managers, less trust, top management engaging in politics.

  11. Counter the effects of Politicking……… • Avoidance • Redirecting responsibility • Defending turf.

  12. Maccoby’s Four Political Types: • The Craftsman • The Jungle Fighter: Foxes, Lions • Company man or women • The Gamesman

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