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Power and Politics (Implications of Managers (Some people are more…

- - - - E.g. complaining to the boss, bypassing chain of command
  - - - E.g Sabotage
- - - - Legitimate Power:
        
        is almost identical to, 'authority‛.
        
        It represents the power a person receives
        as a result of his or her position (eg captain or
        general manager) or role (eg father).
        
        Necessary to maintain order.
      - Coercive Power:
        
        Dependent on fear.
        
        React out of fear of negative results if one fails
        to comply
        
        Use physical sanctions such as: infliction of pain, restriction of movement, controlling by force.
        
        A can dismiss, suspend or demote B
        A can assign work that B finds unpleasant
        A treats B in a way that B finds embarrassing eg Donald Trump
      - Reward Power:
        
        Person having the ability and resources to reward others.
        -The target must value rewards
        e.g. Pay increase, promotion, favourable work assignment, praise, higher
        responsibility, new equipment, feedback and recognition.
        
        The recipient holds the key.
        If the recipient does not value the reward, the manager does not have power.
  - - - Expert Power:
        
        is based on the extent to which others attribute knowledge and expertise on the power holder.
        
        experts are perceived to have knowledge and understanding only in certain well-defined areas.
        
        the target must perceive the power holder to be credible, trustworthy and relevant before expert power is granted.
        
        staff specialists often depend on
        expertise as only source of power.
      - Referent Power:
        
        arises out of admiration for another person and desire to be like that person, e.g. celebrities, successful‛ leaders
        
        managers with referent power must be attractive to
        subordinates so that subordinates will want to identify with them, regardless of whether the managers have the ability to reward or punish or whether they have the legitimacy.
- - - - Buck passing - transfer responsibility
      - Playing dumb - falsely pleading ignorance or inability
      - Stalling - appear more or less supportive publicly while doing little or nothing privately
    - - Bluffing - 'covering your rear' through rigorously documenting activity to project an image of competence
      - playing safe - tactics designed to invade situations that may affect unfavourably
      - Scapegoating - placing blame for negative outcome on external factors rather than self
    - - Prevention - trying to prevent a threatening change from occurring
      - Self protection - acting in ways to protect one's self interest during change
  - - - Conformity - agreeing with someone’s opinion to gain approval
      - Excuses - Explanation to minimise the severity of negative consequences
      - Flattery - Complimenting others to make oneself perceptive and likeable.
      - Favours - Doing something nice to gain person’s approval.
- - - - relying on one's authority or position stressing that a request is in accordance with organisational policies or rules
    - - presenting local arguments and factual evidence to demonstrate that a request is reasonable
    - - developing emotional commitment by appealing to a target's values, needs, hopes and aspirations
    - - Increasing the target’s motivation and support by involving him or her in deciding
        how the plan or change will be accomplished.
    - - Rewarding the target with
        benefits or favours in exchange for following a
        request.
    - - asking for compliance based on friendship or loyalty
    - - Using flattery, praise, or friendly behaviour prior to making
        a request.
    - - Using warnings, repeated demands,
        and threats.
    - - Enlisting the aid of other people to persuade the target or using the support of others as a reason for the target to agree.