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Power & Politics - Coggle Diagram

- - - - Coercive power : Fear of negative outcomes for not following power-holder
      - Reward power: One who can distribute rewards that others view as valuable
      - Legitimate power
        
        One's position in formal hierarchy of an org
        
        Acceptance of the authority by others of an org
    - - Expert power: Influenced as a result of expertise, special skill, or knowledge
      - Referent power
        
        Identification with a person who has desirable resources / personal traits
        
        Come from admiration of another & desire to be like that person
  - - - B more depend on A, A more powerful than B
      - < alternative supply sources
    - - Importance
      - Scarcity: Low labor supply ⇒ Attractive negotiate compensation and benefits
      - Nonsubstitutability: Fewer substitutes for a resource, the more power that resource
    - - Chain: Formal chain of command
      - Wheel: Work group directed by a manager (central role)
      - All channel: Permits group members to actively communicate (Self-managed teams)
  - - - Legitimacy: Depend on authority/say a request = accordance with org policies
      - Rational persuasion: Show logical arguments & factual evidence
      - Inspirational appeals: Appeal to target’s values, needs, hopes, aspirations
      - Consultation: Involving other in deciding how you will complete plan
      - Exchange: Reward benefits for following a request
      - Personal appeals: Based on friendship / loyalty
      - Ingratiation: Use flattery, praise, or friendly behavior
      - Pressure: Warnings, repeated demands, threats
      - Coalitions: Enlisting the support of others
    - - Automatic processing: Consider information with little time/effort
      - Controlled processing: Detailed consideration of information (facts, figures, logic)
      - Need for cognition: Individuals' trait = ongoing desire to think and learn
    - - The politically skilled ⇒ More effective ⇒ Positive outcomes
      - Fit organization cultural ⇒ Obtain more influence
- - - - Withholding information, whistle-blowing, spreading rumors, leaking confidential information
      - Not required activities as part of a person’s formal role in the org but that influence the distribution of pros & cons within the org
    - - Reactive: politics involves in destructive & manipulative behavior
      - Reluctant: politics= necessary evil
      - Strategic: politics = useful way of getting things done
      - Integrated perception: politics = central to the reality of decision making
    - - Grapevine: informal communication network in a group/org
      - Commonly viewed negatively by most people
      - Mixed blessing ⇒ Positive performance bc of social pressure
  - - - Individual Factors
        
        High self-monitors: internal locus of control, high need for power, more sensitive to social cues, skilled in political behavior
        
        High Machiavellian personality: desire for power
        
        Organizational investment
        
        Perceived job alternatives
        
        Expectations of success
      - Organizational Factors
        
        Reallocation of resources: stimulate conflict, increase political behavior
        
        Promotion opportunities
        
        Low trust
        
        Role ambiguity
        
        Unclear performance
        evaluation system
        
        Zero-sum reward practices: win-lose scenario
        
        Democratic decision making
        
        High performance pressures
        
        Self-serving senior managers
    - - Reciprocity: motivated to give back to others who helped them
      - Consistency/commitment: consistent with and committed toward decisions they made
      - Social proof: Look to others, verification, validation that they have acted in the right way
      - Liking: Agree with who they like
      - Authority: Tend to say yes to requests from power-holders
      - Scarcity: Want more of things - available/becoming less available
      - Unity (newest principle of persuasion) People - most influenced by those with whom they identify
    - - Decrease job satisfaction
      - Increase anxiety & stress
      - Increase turnover
      - Reduced performance
      - If employees see politic = threat ⇒ Defensive behaviors: Reactive and protective behaviors to avoid action, blame, or change in a political environment
    - - Voice
        
        Discretionary communication of suggestions, concerns, or opinions about work-related issues
        
        Challenges the status, supports others’ viewpoints, adds constructively
        
        Defensive/Destructive
        
        Reaffirms employees' experience: sharing, concerning, contributing,...
      - Silence
        
        Discretionary withholding of suggestions, concerns, or opinions about work-related issues
    - - Def
        
        Individuals attempt to control others impressions to them
      - Techniques
        
        Conformity: Agreeing with other's opinion ⇒ Gain their approval
        
        Favors: Doing sth nice for sb ⇒ Gain their approval
        
        Excuses: Explaining a predicament-creating event ⇒ Minimize consequence (defensive)
        
        Apologies: Admit responsibility for an undesirable event & seeking to get a pardon (defensive)
        
        Self-Promotion: Highlighting best qualities, downplaying deficits, calling attention to achievements (self-focused)
        
        Enhancement: Claiming that sth you did = better than most others (self-focused)
        
        Flattery: Compliment others' virtues = effort to make yourself appear perceptive (assertive)
        
        Exemplification: Doing more than you need ⇒ Show your dedicated & hard working (assertive)
    - - Utility of engaging in politicking?
      - How does the utility of engaging in the political behavior balance out any harm (or potential harm) it will do to others?
      - Does the political activity conform to standards of equity and justice?