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12

Power,politics andpersuasion

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Southland Times/(New Zealand)

Politics of telecommuting

Gary Withers, managing directorof Drake International New

Zealand, leads the Auckland-based

consulting firm from his home in

Queenstown. Withers says

telecommuting keeps him away

from office politics, but experts

warn that telecommuters may

become victims of office politics.

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The meaning of power

Power is the capacity of aperson, team or organisationto influence others

the potential to influence

others people have power they dont

use and may not know theypossess

power requires one personsperception of dependence onanother person

Southland Times/(New Zealand)

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Power and dependence

PersonA

PersonBs goals

PersonB

Person Bscounterpowerover Person A

Person Aspower overPerson B

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Model of power in organisations

Powerover others

Contingenciesof power

Sourcesof power

LegitimateReward

Coercive

Expert

Referent

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The limits of legitimate power

The Caine Mutinyillustrates the limits of

legitimate power in

organisations. Captain

Queeg (Humphrey Bogart,

seated left) asked his crew

to do more than they were

willing to follow, so they

staged a mutiny. Reuters Archive Photos

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Sources of power

Legitimate power

Reward power

Coercive power

Expert power

Referent power

Reuters Archive Photos

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Information and power

Control over information flow based on legitimate power

relates to formal communication network

common in centralised structures (wheel pattern)

Coping with uncertainty

those who know how to cope with organisationaluncertainties gain power

prevention

forecasting

absorption

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Contingencies of power among pilots

These pilots at Germany'sLufthansa Airlines won 30 percent pay rises after staging two24-hour strikes that groundedhundreds of flights and cost theairline more than US$23 million.Pilots are powerful because theyhave low substitutability (onlyother pilots can replace them)

and high centrality. AFP/CORBIS

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Increasingnon-substitutability

Controllingtasks

Controllingknowledge

Differentiation

Controllinglabour

Increasing non-substitutability

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Contingencies of power

Contingenciesof power

Powerover others

Sourcesof power

Substitutability

Centrality

Discretion

Visibility

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Commitment

Consequences of power

Rewardpower

Legitimatepower

Coercivepower

Expertpower

Referentpower

Resistance

Compliance

Sourcesof power Consequencesof power

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Sexual harassment and power

Harasser stereotypes the victim as subservient andpowerless

Harasser threatens job security or safety throughcoercive or legitimate power

Hostile work environment harassment continueswhen the victim lacks power to stop the behaviour

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Office romance and power

Co-workers believe that employees in relationshipsabuse their power to favour each other

Higher risk of sexual harassment claims afterrelationship breaks off

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Organisational politics

Attempts to influence others using discretionarybehaviours to promote personal objectives

discretionary behaviours neither explicitly prescribednor prohibited

Politics may be good or bad for the organisation

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Types oforganisational

politics

Managingimpressions

Attacking andblaming

Creatingobligations

Cultivatingnetworks

Types of organisational politics

Controllinginformation

Formingcoalitions

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Conditionssupporting

organisationalpolitics

Scarceresources

Complex andambiguousdecisions

Personalcharacteristics

Tolerance ofpolitics

Conditions for organisational politics

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Controlling political behaviour

Peer pressureagainst politics

Removepolitical norms

Free flowinginformation

Manage changeeffectively

Providesufficientresources

Introduceclear rules

Hire

low-politicsemployees

Increaseopportunitiesfor dialogue

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Audiencecharacteristics

Self-esteem Inoculated

Communicatorcharacteristics

Expert Credibility Attractive

Messagecontent

Present all sides

Few arguments Emotional appeals Inoculation effect

Communication medium

Persuasive communication

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Overview of the next chapter

Distinguishing task-related and socioemotionalconflict

Advantages and disadvantages of conflict inorganisations

Six sources of organisational conflict

Five interpersonal styles of conflict management

Structural approaches to managing conflict

Situational influences on negotiations

Types of third-party dispute resolution

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C H A P T E R 12

Power,politics andpersuasion