Power in organizational behaviour
- 2. Power packed performances by Sri Ankita Balaji Kulka Hema rni dri Bajir Mansi Priya ao Purohi m
- 3. What do we have in store for you? • Definition of Power • Difference between Power and Authority • Bases Of Power • Dependency • Power Tactics • Power in Groups: Coalitions • Unequal Power in Organizations
- 4. Abraham Lincoln says that…. • Nearly all men can stand adversity. If you want to test a man’s character give him POWER.
- 5. I have the power… • Capacity of A to influence the behaviour of B so that he/she does things that he/she would otherwise not do.
- 6. Authority and Power..What is the difference??? Authority Power • Legally • Individual enforced and independent • Formal • Informal • Limited • Transcends scope Boundaries • Just and • May be used
- 7. Bases Of Power Coercive Power: • Power because the person has control of the punishments or demotions . • Victim complies in order to avoid punishments believed to be controlled by the agent.
- 8. Bases of Power Positional Power: • Power of an individual because of the relative position and duties in the organization. • Target complies because he believes the agent has the right to make the request and he has
- 9. Bases of Power Expert Power: • Individual's power deriving from the skills or expertise of the person and the organization's needs for the same. • Target complies because he believes that the agent has special knowledge about
- 10. Bases of Power Referent Power: • Power to attract others and build loyalty. • Based on the charisma and interpersonal skills of the power holder. • Target complies because he admires or identifies with the agent and wants to gain the
- 11. Bases of Power Reward Power: • Refers to the degree to which the individual can give others a reward of some kind such as benefits, time off, desired gifts, promotions or increases in pay or responsibility. • Power a person has because he or she has control of the resources. • Target complies in order to obtain rewards he or she believes
- 12. Dependency • Power : Function of dependency • There often exists a counter-power. e.g. a powerful manager who controls rewards may be dependant on the employee to achieve his/her goals. • The dependency of A on B {D(A,B)} is a function of two things: 1. Demand – how much A needs what B controls.
- 13. • 2. Supply – how easy it is for A to go elsewhere to get what B controls. – Supply is inversely related to dependency
- 14. • Dependency may be mutual: – Married couple may depend on each other for all the same things. – Or, A can depend on B for some things, and B depends on A for others – A has power over B if A is less dependent on B than B is on A.
- 15. General dependency • General dependency postulate – Greater B’s dependency on A ,Greater the power A has over B. – When you possess anything that others require but you alone control, you make them dependent on you and you gain power over them – Example • Intelligent student • Superrich • Blind
- 16. What creates dependency • Dependency is increased when the resource you control is : – Importance. – Scarce. – Nonsubstitutability. • Importance – The things you control must be important. – The ability to reduce uncertainty increases a group’s power and enhances its ability to create dependency. – An organization like Panasonic is dependant on engineers than Procter & Gamble
- 17. Scarcity • A resource needs to be perceived as scarce to create depen-dency. • The need to obtain a scarce resource— such as, important knowledge—makes the high-ranking member dependent on the low-ranking member. • Individuals in occupations in which the supply of personnel is low relative to demand can negotiate compensation and benefit packages far more attractive
- 18. Non-substitubality • The resource cannot be substituted with something else. • The more that a resource has no viable substitutes, the more power that control over that resource provides. • At university in which there are strong pressure for faculty to publish ,the department head’s power over a
- 19. Power Tactics Ways in which Tactical Dimensions: individuals • Legitimacy translate • Rational persuasion power bases • Inspirational appeals into specific • Consultation actions. • Exchange • Personal appeals • Ingratiation • Pressure • Coalitions
- 20. Preferred Power Tactics by Influence Direction Upward Influence Downward Influence Lateral Influence Rational persuasion Rational persuasion Rational persuasion Inspirational appeals Consultation Pressure Ingratiation Consultation Exchange
- 21. Factors Influencing the Choice and Effectiveness of • Power Tactics Sequencing of tactics – Softer to harder tactics work best • Skillful use of a tactic • Relative power of the tactic user – Some tactics work better when applied downward or upward • The type of request attaching to the tactic – Is the request legitimate? • How the request is perceived – Is the request consistent with the target’s values? • The culture of the organization – Culture affects user’s choice of tactic • Country-specific cultural factors – Local values favor certain tactics over others
- 22. Power in Groups: Coalitions: Coalitions the end uppower • Mostly their using A coalition is a pact or treaty wrongly, but effective if among individuals or groups, used wisely during which they cooperate in joint action, each in their • Seek a broad and own self-interest, joining diverse constituency for forces together for a common support of their cause. objectives. •Typically exposed in crisis time • Occur more frequently •In US, there is a typical in organizations with organization regulating this high task and resource coalition groups, interdependencies. called Coalition for a Democratic Workplace(CDW) • Seek to maximize their size to attain influence. • Occur more frequently if tasks are
- 23. Unequal Power in the Workplace Glass Shield for higher positions • Even in this era of globalization , there exists a mental block among the male, which don’t accepts a female as their as their boss. Sexual Harassment • Requests for sexual favors, and other verbal or physical conduct of a sexual nature, typically exploiting women.
- 24. The final verdict… “The fundamental concept in social science is power, in the same sense in which energy is the fundamental concept in physics.”