11 power Handout.key - Power and Politics in Organizations...

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Unformatted text preview: Power and Politics in Organizations United 173 _ did not exercise I Captain (BUddYV authority to prioritize DFormal authority and lay out a plan I FE. (Frostie) . . nHad most emu. _. did not communicate information criticality of situation I Tower nCommls resource did not assume responsibility Power defined I Power nAbiIity to influence another nAbiIity to get things done DGetting someone to do something they wouldn‘t othemse do I Not necessarily status I Not necessarily politics nExerosing power through informal channels Power defined I Power Influences polynfial Pow e Influence. Euros: o’ sooal control 0 Sam; pace In POIIKICI harmony Distinct terms- Often - Pom-cs'wmm'om' correlated, but NOT channels to much goals 3 Models of Power Individual Power Relational Power r Situational Power Individual model of power I French and '- ,2 Raven's 5 bases of power C Reward I Coercive C Relerent I Legitimate a} Relational Model of Power I Power {A-B) = Dependence (B-A) I Power {B-A) = Dependence (A-B) I Not a zero-sum game: Increase mutual dependence. increase mutual power I One's power changes depending on the relationship I 2 dimensions of power 2 Equalty' Fewer (NH) = Power IB-A) C inlensfly. vane cl resources Dependence (HD-P) = Power (P-HD) \/\/ Dependence (P-HD)= Power (HD-P) Problem Scenario 1 I Serious inequality I D (w-m) > D (m-w) I P (m‘w) > P (w~m) I Balancing operations rw decrease dependence on M: withdraw. find alternative resources r Increase M dependence on W: form coalitions roblem Scenario 2 I High intensity 3 Resources very valuable 7N0 alternatives I High emotional investment I Power struggle with slight imbalance I Solution through division of power domains . ~ Strategic Contingency Model I Uncertainty I Criticality I Scarcity . Uncertainty I Maintenance workers in french cigarette company I Source of uncertainty changes over time ,‘ I Who becomes CEO? Manufacturing (705). marketing (808-908). finance (90s onwards). human capital (next?) 2. Criticality I Power=centrality of informal networks UKnowing who knows who matters LIPnedicted union dispute outcome I Power=centrality in workflow I Examples of centrallcritical groups ulnsuranoe company TV?) uUA 173 I Misalignment n use problems 3. Scarcity I Low supply I Low substitutability I Organizational example: University budgets Why “Strategic Contingency”? I Contingency UUnoertainty. criticality. and scarcity. as contingent on external situational I Strategic for organizations USuccess=alignmm I Strategic for individuals UVisibility Cl Flexbility ODefine the situation Implications of Strategic Contingency Model I Power resides in activities. not individuals I Power is necessarily shared I Power aligns the organizations with the environment 5 b h b _ _/- _/- Y Y Y"; r",- r “’ x-t" R‘s" 4“.s' Rn" x-t" Key Takeaways I Power. Status. Influence. 8. Politics: distinct terms I Different oonceptualizations of power - where power comes from: D Individual d1aracteristics DRelational properties rJSituational factors ...
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This note was uploaded on 05/28/2011 for the course PSYCH 260 taught by Professor Akutsu during the Spring '08 term at University of Michigan.

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11 power Handout.key - Power and Politics in Organizations...

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