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Power and Politics (Power and Leadership (Power (A capacity that A has to…

- - - - compliance achieved based on the ability to distribute rewards that others view as valuable
    - - from position within formal hierarchy of a company - authority
    - - power base that is dependent on fear of negative results from failing to comply
      - also from withdrawal of important information
  - - - influence based on spacial skills or knowledge
    - - influence based on identification with a person who has desirable resources or personal traits
- - - - if resource is scarce, those that possess it have power
        e.g recruitment in tight labour market
    - - fewer viable substitutes for a resource, the more power those controlling that resource has
    - - someone wanting what you possess - for survival/fashion
- - - - reward target with benefits or favours in exchange for acceding to a request
    - - compliance based on friendship/loyalty
    - - involving target in deciding how to accomplish plan to increase support
    - - using flattery, praise or friendly behaviour prior to a request
    - - appealing to target's needs, values, hopes and aspirations
    - - using warning, repeated demands or threats
    - - presenting logical arguments and factual evidence
    - - enlisting aid or support of others to persuade target to agree
    - - relying on authority position or saying a request accords with organisational policies or rules
  - - - Downward Influence
      - Lateral Influence
      - Upward Influence
  - - - see power in personalised terms and as a source of means for advancing their personal ends
    - - see power in social terms as a means of helping others
- - - - Defensive Behaviours
        
        Avoiding Blame
        
        bluffing - rigorous documentation of task for image of competence
        
        playing safe - evading situation that may reflect unfavourably
        
        justifying - developing explanations that lessen's one's responsibility for a negative outcome
        
        scapegoating - placing blame for negative outcome on external factors
        
        misrepresenting - manipulation of info
        
        Avoiding Change
        
        prevention - trying to prevent threatening change from occuring
        
        self-protection - acting in ways that protect one's self interest during change by guarding info or other resources
        
        Avoiding Action
        
        buck passing - transferring responsibility to someone else
        
        playing dumb - avoiding unwanted task
        
        stretching - prolonging a task so that one person appears to be occupied
        
        stalling - appearing to be more or less supportive publicly while doing little or nothing privately
        
        overconforming - 'the rules clearly state that...'
        
        reactive and proactive behaviours to avoid action, blame or change
      - Impression Management
        
        Assertive IM Technique
        
        Flattery
        
        appear perceptive and likeable
        
        Exemplification
        
        doing more than necessary to show off how hard working you are
        
        Self Focused IM Technique
        
        Self-Promotion
        
        highlighting best qualities
        
        Enhancement
        
        claiming something done was more valuable than it actually was
        
        Defensive IM Technique
        
        Excuses
        
        excuse to downplay severity of outcome
        
        Apologies
        
        try to gain pardon for negative outcome
        
        Ingratiation IM Technique
        
        Conformity
        
        agreeing with someone - gain approval
        
        Favours
        
        doing something nice for someone to gain their approval
        
        Situations
        
        Interviews
        
        appearance-oriented efforts, explicit tactics and verbal cues
        
        Performance Evaluations
        
        ingratiation - higher performance appraisals
        
        self promotion - worse performance appraisals
        
        process by which individuals attempt to control the impression others form of them
      - decreased job satisfaction, increased stress, increased turnover, reduced performance
  - - - High Mach personality
      - Organisational Investment
      - Internal locus of control
      - Perceived job alternatives
      - High self monitors
      - Expectations of success
      - some do it simply because they're good at it - fit behaviour to situational needs and excel at networking
    - - Unclear performance evaluation system
      - Zero-sum reward practices
      - Role ambiguity
      - Democratic decision making
      - Low trust
      - High performance measures
      - Promotion opporunitites
      - Self serving senior managers
      - Reallocation of resources
      - zero sum approach - treats reward 'pie' as fixed, gains by one are at expense of another