MBS 4 th Unit 3 Politics power and influence

 Unit3

Politics,powerandinfluence

Thenatureoforganizationalpolitics:---

Organizationalpoliticsisalsocalledworkplacepolitics.

Organizationalpoliticsreferstoavarietyofactivitiesassociatedwiththeuseofinfluencetacticstoimprovepersonalororganizationalinterests.

Studies show that individuals with political skills tend to do better in gainingmorepersonalpoweraswellasmanagingstressandjobdemands,thantheirpoliticallyunexperiencedcounterparts.

Organizationalpoliticsareinformal,unofficialeffortstosellideas,influenceanorganization,increasepowerorachieveothertargeted.

The root cause of political activities are often scarce resources (including timepressures),socialandstructuralinequalities,andindividualpersonalmotivations.

Thenatureoforganizationalpolitics

Inorganizationalpolitics,leadersaccumulateanduseinformalpowertoachievetheirownobjectivesand/ortheobjectivesoftheorganization.

Politicalbehaviorisnotofficiallyprovidedbytheorganizationandoperatesoutsidetheformalpowerstructure.

Examples of engaging in organizational politics include lobbying for apromotion,formingacoalitionwithotherleaderstobringanewproducttomarket.

Employeeswhobelievethattheyworkinhighlypoliticalenvironmentsarelesssatisfiedwiththeirjobsandlesscommittedtotheirorganizations.

Atthesametime,theyreportthattheyaremorestressedandmorelikelytoquit.

Politicsisaninescapablepartoforganizationallife.

Thenatureoforganizationalpolitics

Organizationsarepoliticalinstitutionscompletewithcompetinginterestgroups,coalitions,powerbrokers,andpowerstruggles.

Successfulleadersknowhowtotraveloverpoliticalenvironment.

They recognize that engaging in political activity is just as importantascarryingouttraditionalmanagementfunctionslikenegotiatinganddecisionmaking.

Workplace politics is a process and behavior in human interactionsinvolving power and authority. It is also a tool to assess theoperational capacity and to balance diverse views of interestedparties.Itisalsoknownasofficialpoliticsororganizationalpolitics.

“Organizational politics are informal, unofficial, and sometimesbehind-the-sceneseffortstosellideas,influenceanorganization,increasepower,orachieveothertargetedobjectives.”

BrandonandSeldman

Organizationalpoliticsare“thoseactionsnotofficiallyapprovedbyanorganization taken to influence others to meet one’s personal goals”(Greenberg & Baron, 1997) and would appear to be inevitable inorganizationallife(Curtis,2003).

Organizationalpoliticsistheuseofpowerandsocialnetworkingwithin an organization to achieve changes that benefit theorganizationorindividualswithinit.

Organizationalpoliticsareself-servingbehaviorsthatemployeesuseto increase the probability of obtaining positive outcomes inorganizations.

Someofthepersonaladvantagesfromorganizationalpoliticsmayincludeaccesstotangibleassets,orintangiblebenefitssuch

asstatusorpseudo-authoritythatinfluencesthebehaviorofothers.

ReasonsforworkplacePolitics

Employeeshopetocomeinthefocusofpublicattentiondepend onpolitics.

Politicsariseswhenemployeesaspiretoachievesomethingbeyondtheirauthorityandcontrolinashort spanoftime.

Lackofsupervisionandcontrolattheworkplace.

Toomuchofgossipatworkleadtopolitics.

Jealouscolleagues

Effectsofpoliticsonorganizationandemployees:

Decreaseinoverallproductivity:--

Common observation says that individuals who play politics at the workplace pay less attention totheir work.Theyaremoreinterestedinlegpulling andbackbiting.Theyspendmostoftheirtimescriticizing their fellow workers. As a result of politics at the workplace, employees fail to achievetargetswithinthestipulatedtimeframe.Workgetsdelayedinsuchanorganization.

AffectsConcentration

Individuals find it difficult to concentrate on their work. They are more interested in spoiling theotherperson’simageinfrontofthesuperiors.Anindividualinvolvedinpoliticsisboundtomakemoremistakes ashisfocusissomewhereelse.

Spoilstheworkenvironment

Politicsleadstoanegativeenvironmentattheworkplace.Itspoilstherelationshipsamong

individuals.Anindividualplayingpoliticsattheorganizationisdisliked byall.

ChangestheAttitudeofemployees

Politicschangestheattitudeoftheemployees.Eventheseriousemployeesloseinterestinworkand

attendofficejustforthesakeofit.

WrongInformation:--Employeesindulgedinpoliticsmanipulateinformationanditisneverpassedoninitsdesiredform.Superiorsgeta wrongpicture ofwhatisactuallyhappeninginthe organization.

Advantagesoforganizationalpolitics

Motivating employees:Due to the presence of organizational politics,employeesmaybemotivatedwiththehopethattheirinterestwouldnotbehampered.

Increasedproductivity:Forthesakeofincreasingproductivitylevel,employeesmaybeinvolvedwithorganizationalpolitics.

Influencingemployees:Atthepresenceofpoliticalinfluence,employeesmaybeconvincedabouttheplansandgoalsoftheorganization.

Successfulbargaining:Successfulbargainingmaytakeplaceinthepresenceororganizationalpoliticsanddemocraticsystem.

Usinggroupeffort:Organizationalpoliticscanusegroupeffortsuccessfullyforachievinggoalsofanyenterprise.

Selectionofsuitableleader:Iforganizationalpoliticsworkswell,suitablecandidates, as well as leaders, may be selected and organization can runwell.

Guidelinesfordeveloping political skills

Politically skilled managers are masters of 4 essential behaviors theyaresocialastuteness(abilitytoaccuratelyassesssituationandpeopleand get benefits), interpersonal influence, networking ability, andapparent sincerity.

Besidesthesefourimportantaspects,researchershavealsoaddedtwo additional dimensions for developing political skill. Thosedimensionsarethinkingbeforespeakingand“managingup.”

1. Think before you speak:-- Politically skilled managers have impulsecontrol.Theytendtochoosetheirorganizationalbattleswiselyandsizeupsituationsbeforedecidinghowtopresentideastoothers.Managerswho actually consider whether or not to voice a thought or a feeling,and who are thoughtful about the timing and presentation of whattheyhavetosay,arelesslikelytoderailtheircareers.

Guidelinesfordevelopingpoliticalskills

2:Manageup–toapoint:---Leadersneedtobeabletoskillfullycommunicate with their bosses, higher ups and so on. But political skillalso involves maintaining good relationships with people at all levels intheorganization.Researchshowsthatpeoplewhoareespeciallyskilledat “managing up” tend to put so much energy into their bosses’ needsthat theyneglectleadingtheirownteams.

3: Practice influence. Effective influencers build stronger interpersonalrelationshipsandhavecloseandharmoniousrelationwithothers.Managers comfortable with their interpersonal power tend to have goodjudgment about when to behave in a particular way and speak somethingwithothers,whichinturnresultsinmorecooperativerelationships.Skilledinfluencersarenotalwaysopenlypolitical;theyjustplaythepoliticalgamefairlyandeffortlessly.

Guidelinesfordeveloping political skills

4:Improvepowersofperception.Sociallyastutemanagerstendtobe perceptive observers of others and of social situations. Theyunderstand social interaction, and they are capable to accuratelyinterpret their own behavior as well as that of others. They havestrongabilityofjudgmentandhighself-awareness.

5: Learn to network. Effective networking capacity is the sign ofeffectivepoliticalskill.Leaderswhopossessastrongnetworkingability build friendships and beneficial working relationships bycollectingsupport,negotiatingandmanagingconflict.

6:Besincere.Politicallyskilledindividualsdisplayhighlevelsofhonesty,openandforthright,inspiringtrustandconfidence.

PowerandLeadership

Twoimportantquestions

Isusingpowerthesameasexertingleadership?

Doeshavingpowerautomaticallymake youaleader?

Powerandleadershipareobviouslyinterdependent;however,theyarenotinterchangeable.

Powercanexistwithoutleadership,leadershipcannotexistwithoutpower

InterdependentbutNotInterchangeable

Powerisastheabilitytoinfluenceothers.

Leadershipisimpossiblewithoutpowersincealeadermustmodifyattitudesandbehaviors.

Poweristhecapacitytotranslateintentionintorealityandsustainit.

Leadershipisthewiseuseofthispower.

DifferencesBetweenLeadershipandPower

Definition

Power is the ability of an individual to exercise some form of control over another individual. Onthe other hand, leadership is the ability to create a vision, motivate people to work towardsachievingthevision,coachingandbuildingtheteamthatwillpioneerthecompletionofthevision.

Credibility

Credibilityisneededinleadershipbutnotanecessityinpower.

Source

Powerisderivedformapositionofauthority.Leadershipisapersonalattribute.

Nature

Powerisgenerallycontrollingandforcefulinmakingfollowersfollowcommands.Leadership

involvesinspiringthesubordinatestocompletetasks.

Dependence

Leadership requires power in order to be effective. However, power does not depend onleadership.Onecanhavepowerbutnotbealeader.But,allleadersrequiresomeformofpowerinordertosuccessfullyinspiresubordinates.

Types

Thetypesofpowerincludecoercive,legitimate,expert,referentandreward.Themaintypesof

leadershipincludeautocratic,democratic,transformational,andlaissez-faire.

PowerandLeadership

Sourcesofpower

Coercive power :-- This power is based on the ability to administerpunishment or to give negative reinforcements. Examples of coercion rangefromreducingstatus,salary,andbenefitstorequiringotherstodosomethingtheydon’tlike.

Rewardpower :--Thispowerrestsontheabilitytodeliversomethingofvalueto others. The reward can be tangible (money, health benefits, or grades, forexample)orsomethingintangiblelikesupportiveness.Manyorganizationsuseboth tangible and intangible rewards to recognize superior performance. Anyrewardmustbedesirableandattractivetoserveasasufficientmotivator.

Legalpower:--Thispowerresidesinthepositionratherthanintheperson.Persons with legal power have the right to prescribe others behavior withinspecified parameters (for example, judges, police officers, teachers, andparents).

Sourcesofpower

Expert Power :-- Expert power is based on the person, not the position, incontrast to legal power. Experts are influential because they supply neededinformationandskills.Thosewithexpertiseinrelatedfieldaremorepowerfulthanthosewithoutsuchabilities.Demonstratingpracticalknowledgeandskillscanalsobuild expertpower.

InformationPower:--Informationpowerisbasedonaccessto,anddistributionof,data.Managershaveinsideknowledgeaboutpersonnel,possiblemergers,newproducts,andotherinformationvitaltoorganizationalmembers.

Referentpower:--Referentpowerdependsonfeelingsofaffection,esteem, and respect for another individual. This loyalty generally developsover long period of time. Since referent power takes so long to develop, itshouldbeusedcarefully.Asupervisorwhoasksasubordinatetoworkovertimeas“apersonalfavor”willsucceediftheemployeelikesandrespectsthe supervisor.

Credibility

Credibilityisthefoundationforsuccessfulinfluencebecausethesuccessorfailure of a particular influence strategy ultimately depends on thecredibilityoftheinfluencer.

Credibilityisajudgmentthattheaudiencemakesabouthowbelievablethecommunicatoris.

Theabilitytoinfluenceothersisessentialtoamanager’ssuccess,withoutcredibilityleadercannotinfluenceothers’behavior.

TheancientGreeksstudiedthepublic speakingtechniquesofleadersandusedtheterm“ethos”forwhatwenowcallcredibility.

Credibilityhasalwaysbeencentraltothestudyofcommunicationandleadership.

Credibilityisthemostimportantfactorforinfluencingothersbehaviors.

Credibility

First, credible leaders are consistent in their words and theirbehaviors. They are not constantly shifting courses, andreversingtheirdecisions.Theydonotshifttheirleadershipandmanagementstyleshereandthere.

Second,theyarehonesttothedegreethatit'sreasonablypossibletobeso.

Third,credibilityandtrustworthinessoccurthroughpersonalcontact,andeffectiveinterpersonalcommunication.

DimensionsofCredibility

Themostsignificantelementsordimensionsofcredibilityarecompetence,trustworthiness,and dynamism.

Competence :--- Competence can be defined as knowledge of the topic athand, intelligence, expertise, skill, or good judgment. A leader must providethe skills that the group needs at a particular time. For example, boards ofdirectors often look for top executives who can take their organizations innewdirections.

Trustworthiness:--Thisdimensionofcredibilityiscriticaltoeffectiveleadership since the leader-follower relationship is built on trust. Managersratehonestyasthemostimportantleaderquality.

Dynamism :-- Dynamic leaders communicate confidence in their visions forthefuture.Theyinspireotherstoworkharderandtomakegreatersacrifices.Dynamism appears to be an integral part of what many people callcharismaticleadership.

DevelopingArgumentativeCompetence

Argumentationisaverylogicalwayofdiscussingordebatinganidea.Whenanyleaderusethetechniqueofargumentation,theyprovesomethingtobetrueorfalse.

Argumentationmeant“presentationofformalargument”Purposeofargumentation

Argumentationhelpsleaderlearntoclarifytheirthoughtsandarticulatethemhonestlyandaccurately.

Italsohelpstoconsidertheideaofothersinarespectfulandcriticalmanner.

Thepurposeofargumentistochangepeople’spointsofviewortopersuadepeopleto aparticularactionorbehavior.

Goalofargumentationistoestablishtherelativesuperiorityofonepositionover another.

DevelopingArgumentativeCompetence

Argumentationisimportanttoleadersateverylevel.

Insmallgroups,argumentativeindividualsaremorelikelytoemergeasleaders.

Personthatargueaboutideasgeneratehigherqualitysolutions.

In the public arena, political leaders, public relations specialists, or socialactivistsengageinargumenttosupportnewgovernmentregulations,promoteindustryinterests,ordefendtherightsofdisadvantagedgroups.

Argumentationisanessentialleadershipactivity.

ArgumentativenessandVerbalaggressiveness

Argumentativeness involves presenting and defending positions on issues.Verbal aggressiveness is hostile communication aimed at attacking the selfconceptsofothersinsteadof(orinadditionto)theirpositionsontheissues.

Ifourargumentshavebeenunpleasant,itisprobablybecauseoneorbothpartiesengagedinverbalaggression.

DevelopingArgumentativeCompetence

Verballyaggressivecommunicationisdestructive.

Organizationalfollowersprefertoworkforsupervisorswhoareargumentativebutnotaggressive.

Recognizingthedifferencebetweenargumentandaggressionisthefirststeptobuildingleaders’argumentativecompetence.

Theremustbebetterlisteningofothersviews.

Negotiations

Negotiationsareimportantinbusiness,personalrelationshipsandconflictresolution.

Somenegotiationsbringanendtoconflicts,whileothernegotiationshelppartiesstrikedeals inwhichbothpartiesaresatisfied.

However,theartofnegotiationoftenhastobelearned.

Understandingwhentonegotiateandhowtoavoidpitfallscanhelptogetbetterresult.

TheLeaderasNegotiator

Likeargumentation,negotiationcomesintoplaywhenleadersmustinfluencethosewhoactivelydisagreewiththem.

However,whilethegoalofargumentationistoestablishtherelativesuperiorityofonepositionoveranother,thegoalofnegotiationistoreachaconclusion thatis satisfyingto bothsides.

Negotiationconsistsofback-and-forthcommunicationaimedatreachingajointdecisionwhenpeopleareindisagreement.

Negotiationprocess

Greatleadersaregreatnegotiators.

Effectiveleadermusthavecapacityofdealingwithnegotiationactivities.

NegotiationImproveworkingrelationshipsandresolveeffectivelyintractable(hardtodeal)disputes.

ProcessofNegotiationincludefollowingsteps

PreparationandPlanning.

DefinitionofGroundRules.

ClarificationandJustification.

BargainingandProblemSolving.

ClosureandImplementation.

Negotiationprocess

1.PreparationandPlanning:--Beforethestartofnegations,leadermustbeawareoftheconflict,thehistoryleadingtothenegotiationof the people involved and their perception of the conflict,expectations from the negotiations, etc. Before starting thenegotiation,itneedstodohomework.

What’sthenatureoftheconflict?

What’sthehistoryleadinguptothisnegotiation?

Who’sinvolvedandwhataretheirperceptionsoftheconflict?

Moreoverbeforeanynegotiationtakesplace;adecisionneedstobetaken as to when and where a meeting will take place to discuss theproblemandwhowillattend.

Withoutsufficientinformationaboutconflictsituationexistingintheorganization,effectivenegotiationisnotpossible.

Negotiationprocess

2. Definition of Ground Rules :-- Once the planning and strategy aredeveloped,onehasto begindefiningthegroundrulesandprocedureswiththeotherpartyoverthenegotiationitselfthatwilldothenegotiation.

Wherewill ittakeplace?

Whattimeconstraints,ifanywillapply?

Towhatissueswillnegotiationsbelimited?Etc.

3.ClarificationandJustification:--Afterdefiningthegroundrules,boththeparties will explain, amplify, clarify, and justify their original demands. Thisneed not be confrontational. Rather it is an opportunity for educating andinforming each other on the issues why they are important and how eacharrivedat their initialdemands.

Negotiationprocess

Bargaining and Problem Solving:--- The essence of the negotiationprocessistheactualgiveandtakeintryingtotalkaboutanagreement,aproper bargain. It is here where concessions will undoubtedly need to bemadebybothparties.

ClosureandImplementation:--Thefinalstepinthenegotiationprocess is a formalization of the agreement that has been worked outand developing and procedures that are necessary for implementationand monitoring. Negotiation Process has five stages. In all steps of anegotiation process, the involved parties bargain in a systematic way todecidehowtoallocatescarceresourcesandmaintaineachother’sinterests.

Asanegotiatortheleadermusthavefollowingabilities.

CreatingaCooperativeClimate

Perspective-TakingSkills

NegotiationasJointProblemSolving

CreatingaCooperativeClimate:--Negotiatorshavesimilaranddis-similargoals. Since they have both similar and different interests, the two partiessimultaneously possess the incentive to cooperate and to compete.Participants must foster cooperation and reduce competition if they are toreachamutuallysatisfyingsolution.

Therearesharpdifferencesbetweencooperativeandcompetitivenegotiationclimates.

Itistheresponsibilityofmanagertocreatecooperativeclimatefornegotiation.

Beginthenegotiationbyofferingtocooperate.

Perspective-TakingSkills:--Itistheprocessbywhichanindividualviewa situation from another’s point of views. It is the ability to comprehendandtakeontheviewpointofanotherperson’spsychologicalexperience(thoughts,feelingsand attitudeetc.)

Understandingtheothernegotiator’sperspectiveisavaluableleadershipskill.

Anegotiatorwithhighperspective-takingabilityanticipatesthegoalsandexpectationsofthe otherparty.

Perspective taking reduces the defensiveness of the other negotiatorandmakeshim/hermoreconciliatory(makeotherpeoplelessangry).

Theresultisfaster,moreeffectivenegotiations.

However,tryingtoseetheotherperson’spointofviewinanegotiationisdifficulttask.

Negotiation as Joint Problem Solving :-- The most productive approaches to negotiationincorporatethesetwoelementsbyviewingnegotiationasaproblem-solvingprocessratherthanasa competitivetugofwar.

Incontrasttothewin-loseapproach,problem-solvingnegotiationfosterscooperationandfocusesongeneratingsolutionsthatwillmeettheinterestsofbothsides.

Perhaps the best-known example of the problem-solving style of negotiation is theprincipled negotiation model developed by Roger Fisher, William Ury, the four steps ofprinciplednegotiationwillhelpyoureachasolutionthatissatisfactorytobothyouandtheotherparty.

1:SeparatethePeoplefromtheProblem:--Personmayhaveproblembutpersonisnottheproblem.

2:FocusonInterests,not Positions:--Negotiationisnotwiththepositionitiswiththeinterest.

3:InventOptionsforMutualGain:--Spendtimebrainstormingsolutionsthatcanmeettheneedsofbothnegotiators.Obviously,thisisimpossibleunlessyoufirstseparatethepeoplefromtheproblemandfocusoninterestsratherthanonnegotiatingpositions.Findthewaywhichmettheinterestsof bothparties.

Insiston(giveimportanceon)ObjectiveCriteria:--Findasetofcriteriaonwhichyoubothcan agree when determining the terms of the settlement. This reduces the possibility thatonepartywillforcetheotherintoacceptinganunsatisfactorysolution.

Compliance-GainingStrategies

Compliancegainingistheprocessofgettingsomeonetodowhatyouwantthemtododespiteanylackofenthusiasmontheirpart.

Compliance-gainingstrategiesaretheverbaltacticsthatleadersandothersusetogettheirwayinface-to-faceencounters.

Whilepersuasionfocusesonattitudesandbeliefs,compliancegainingfocusesonbehavior.

Attemptstogetotherstodowhatwewantareafrequentoccurrenceineverydaylife.

Compliance-gainingstrategiesaretheverbaltacticsusedtoinfluenceothersinface-to-faceencounters.

Intheinterpersonalcontext,use“friendlypersuasion”—positivestrategies that put you and the other party in a positive frame ofmind.

Asaleaderintheorganizationalcontext,takearationalyetflexibleapproach.