9061 MBR
Spring 2012:
Intra-organizational relationships continued...
Lecture 19 Power
Lecture 20 Political Behaviour
Lecture 21 Revision
(and conflict)
Lecture 20 Organisational Politics
Aims:
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Consider the extent to which political behaviour
in organisations can be expected.
Identify some factors which influence the
extent of micro-politics.
Some political strategies.
Organisational misbehaviour and its treatment.
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N.B. This is not a ‘master-class’!
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What is it?
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“Political behaviour concerns the actions that individuals take
to influence the distribution of advantages and disadvantages
within their organizations.” Buchanan & Huczynski (2010),
p.711.
Political behaviour = “activities that are not required as part of
ones formal role within the organization but that influence, or
attempt to influence, the distribution of advantages and
disadvantages within the organization.” Robbins & Judge
(2009), p.495.
Legitimate or illegitimate behaviour ...whistle-blowing?
Organisational Politics
Robbins (reading pack.)
 Politics a fact of life...ignore it at your peril.
Possible but unlikely for organisations to be
’politics’-free.
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Formal v informal organisation
Inevitable?
Watson (2006)
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Humans continually strive to establish who they
are and to improve their (and family’s) material
requirements.
The way organisations are typically set up
(hierarchy and sub-units.)
Ambiguity and uncertainty running through
organisations.
Defining a generation Whyte’s
Organization Man (1956)
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Subordination to corporate life.
Full loyalty.
Career ladder.
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Leading to self-serving and face-saving behaviour.
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Of its time?
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Inevitability of political behaviour?
Machiavellian personality type.
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‘Whatever it takes.’
Manipulative.
Strategic.
Persuasive.
Emotionally controlled.
But... just one (extreme)
type.
People’s Basic Values May Also Influence
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Schwartz (1992)
6 (of 10.)
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Power.
Achievement.
Benevolence.
Conformity.
Hedonism.
Universalism.
Context Also Very Important
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Declining resources (e.g. reductions in staff)
Zero-sum rewards and competitive organisational
cultures (Heinz-Wolf Jager?)
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Pressures from stakeholders.
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Low-trust (history.)
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Sub-units within a structure..or a client-based
project structure
Political Skills
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Diagnostic
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Tactical
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Interpersonal E.G. Kanter (1983): successful
managers keep power invisible...participation is
perceived to stem from commitment or
conviction rather than from power being
exercised.
Strategies (1)
Macmillan (1978).
Inducement = positive outcome
Coercion = negative outcome
Persuasion = positive outcome
Obligation = negative outcome
Based on interpersonal level of power.
Strategies (2)
Pfeffer (1981)
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Selective use of objective criteria: pretence of science.
Controlling the agenda.
Legitimisation through use of outside experts.
Building alliances/coalitions.
Use of promotions.
Control access to decision-makers.
These strategies based on second-level power
Other less textbook strategies and tactics
– see Reading Pack
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Image building (gender-linked.)
Scapegoating.
‘Kissing up’.
Disposal of enemies.
Covering your rear (CYA).
Keep a ‘dirt file’.
Whistle-blowing.
Ethics of Political Behaviour?
It all depends viz Week 2.
Deontological or utilitarian or character virtue
Understanding Misbehaviour
Positive competition seen as good or ‘functional’.
Unitary view...
Or pluralist... implied in Lectures 19 & 20?
Radical or class-based conflict still – or increasingly
– relevant?
Understanding micro-level misbehaviour.
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Unitary
Pluralist
Radical
Note the ethical
theme once more
Cross-cultural global dimensions?
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Hofstede ‘low’ and ‘high’ power distance
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Trompenaars relationship v rules cultures
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Some possible differences in power and political
behaviour between cultures
Summary.
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Political behaviour...power in action.
Such is life?
Individual differences – personality and values
Context (if the ‘cake’ gets smaller)
Many strategies
Ways of understanding and dealing with the
phenomenon.