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Power and Politics: Bsa-3A Michaela A. Revilleza John Carlo M. Sequena

1) Power dynamics and loose regulations in college sports create an environment for political struggles over money. Administrators, alumni, and others can influence coaches and officials to gain financial advantages. 2) Power refers to one's ability to influence others' behavior. It depends on controlling resources others desire, like money. Leaders use power to attain group goals through both formal authority and personal attributes. 3) The effectiveness of influence tactics depends on factors like the direction of influence, audience, and organizational culture. Starting with softer tactics and escalating is generally more effective than using only hard tactics.

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Jamie Rose Aragones
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94 views28 pages

Power and Politics: Bsa-3A Michaela A. Revilleza John Carlo M. Sequena

1) Power dynamics and loose regulations in college sports create an environment for political struggles over money. Administrators, alumni, and others can influence coaches and officials to gain financial advantages. 2) Power refers to one's ability to influence others' behavior. It depends on controlling resources others desire, like money. Leaders use power to attain group goals through both formal authority and personal attributes. 3) The effectiveness of influence tactics depends on factors like the direction of influence, audience, and organizational culture. Starting with softer tactics and escalating is generally more effective than using only hard tactics.

Uploaded by

Jamie Rose Aragones
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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POWER AND

POLITICS
BSA- 3A

MICHAELA A. REVILLEZA
JOHN CARLO M. SEQUENA
LEARNING
OBJECTIVES
Powerincollegesports
•Combination of large sums of money, complex power dynamics
and loose regulation systems creates a perfect environment for
power struggles.
•The lure of money and pressure may be a driving force to use
political tactics to secure financial advantages for their
institution.
•Administrators, alumni, and others who can influence the
university’s reputation or revenue stream can use their power to
influence coaches and officials.
•Professors and tutors feel political pressure from coaches and
students to pass student athletes. Sometimes following the path
of least resistance, developing fictional classes with few
requirements and top grades.
POWERANDLEADERSHIP
•Power, refers to a capacity that A has to influence
the behavior of B, so B acts in accordance with A’s
wishes.
•It is a capacity or potential.
•It has an important function of dependence.
•A person can have power over you only if he or she
controls something you desire.
•Money is a powerful variable for dependence
•Leaders use power as a means of attaining group
goals.
POWER LEADERSHIP
•Does not require goal •Requires some congruence
compatibility, just dependence. between the goals of the leader
•Takes all factors into and does being led.
consideration. •Focuses on the downward
•Focuses on tactics for gaining influence on followers. It
compliance minimizes the importance of
•Acknowledges that groups as lateral and upward influence
well as individual can use power patterns.
to control other individuals or •Emphasizes style
groups. •Concentrates on the individual
leader’s influence.
BASESOFPOWER
I.Formal power
- Based on individual’s position in an organization

Coercive Power - depends on the target’s fear of negative


results from failing to comply.
Reward Power - people comply because of positive
benefits.
Legitimate Power - represents formal authority to control
and use organizational resources based on person’s
structural position in the organization.
PERSONALPOWER
Expert Power
influence based on
special skills or
knowledge. Referent Power
influence based on
identification with a
person who has desirable
resources or personal
traits.
DEPENDENCE:THEKEYTO
POWER
Dependence increases when the resource
you control is important, scarce and non
substitutable.

What Creates Dependence?

Importance
Scarcity
Non-Substitutable
POWER TACTICS
•It is what people do to translate power bases into specific action.
9 DISTINCT INFLUENCE TACTICS
•Most effective •The effectiveness
tactics are: Rational •Using ingratiation of some influence
persuasion, and legitimacy tactics depends on
•Pressure tactics, together can lessen
inspirational tends to backfire the direction of
negative reactions,
appeals, and and is typically influence and its
but only when the
consultation the least effective audience. Some
audience does not
especially when the of the nine. can be the person’s
really care about the
audience is highly outcome of a skill in using the
interested in the decision process or tactic and the
outcomes of a the policy is routine. organizational
decision process. culture.

•In general, start with a soft tactics and if it fails, move to harder tactics.

•A single soft tactic is more effective than a single hard tactic.


CULTURAL PREFERENCES FOR POWER TACTICS
•Individualist countries tend to see power in personalized terms and as a legitimate means
of advancing their personal ends, whereas

•Collectivist countries see power in social terms and as a legitimate means of helping others
•Example of a study based on a research comparing US and China.

APPLYING POWER TACTICS


People differ in their political skill, or their ability to influence others to enhance their own
objectives. An organization that has fairly applied rules, free of favoritism or biases, political
skill can be negatively related to job performance ratings.

Cultures within organization differ. People who fit the culture of the organization tend to
obtain more influence. Thus, the organization itself will influence which subset of power
tactics is viewed as acceptable for use.
HOWPOWERAFFECTSPEOPLE
•Leads people to place their own interest ahead of other’s needs or goals

•Lead individuals to “objectify” others and to see relationships as more peripheral.

•Powerful people react – especially negatively- to any threats to their competence.

•People in power are more willing to denigrate others.

•Leads to over-confident decision making.


POWERVARIABLES
•Moderatingthenegativeeffectsofpower
•The toxic effects of power depend on the wielder’s
personality.
•The corrosive effect of power can be contained by
organizational systems.
•We have the means to blunt the negative effects of power.

•Generalpositiveeffects
•Power energizes and increases motivation to achieve goals.
•It can enhance the motivation to helpothers.
Sexual harassment
•is defined as any unwanted activity of a

Sexual
sexual nature that affects an individual’s
employment or creates a hostile work
environment.

Harassment:
UnequalPower
•Generally, it is more prevalent in male-
dominated society. Most studies confirm that

inthe
power is central to understanding sexual
harassment. It is more likely to occur when
there are large power differentials.

•A study in Switzerland shows that there is a


higher intention to harass in an organization
that had low levels of justice, failure to have
Workplace
consistent policies and procedures for all
employees might increases levels of sexual
harassment.
THEMANAGER’SROLEISCRITICAL:
REALITYOFPOLITICS
Political Behavior
Organizational Politics

Activities that are not


Focuses on the use of
required as part of a person’s
power to affect decision
formal role in the
making in an
organization but that
organization, sometimes
influence, or attempt to
for self-serving and
influence, the distribution of a
organizationally
advantages and disadvantages
unsanctioned behaviors.
within the organization.
CAUSESANDCONSEQUENCESOFPOLITICAL
BEHAVIOR
SHOULDIBECOME
POLITICAL?
•Youneedtothinkaboutsocialrelationshipsandhow
toworkwithotherpeopleinasmartanddiplomatic
way.

•Ifyouwanttoprovideapositivealternativeto
politicalbehaviorinyourworkplace,
thereareafewsteps:

•Document your work efforts and find data to back up your accomplishments.
•Call out political behavior when you see it.
•Try to develop a networks with only those individuals who are interested in
performing well together.
HOWDOPEOPLERESPOND
TOORGANIZATIONAL
POLITICS?
Defensive
Behavior

Reactive and
defective
behaviors to
avoid action,
blame or
charge.
IMPRESSION
MANAGEMENT
Theprocessbywhichindividualsattemptto
controltheimpressionothersformofthem.
IMPRESSION
MANAGEMENT
TECHNIQUES
IMPRESSION
MANAGEMENT
TECHNIQUES
EFFECTIVENESS OF IM TECHNIQUES TO TWO
CRITERIA
•Performance
•InterviewsandIM EvaluationsandIM
•IM techniques such as •Individuals with high political skill
appearance-oriented efforts, are able to translate IM into higher
explicit tactics, and verbal cues performance appraisals, whereas
works with interview. However, thoselower in political skill are more
IM techniques become likely to be hurt by their IM
substantially weaker with highly attempts.
structured interviews.
•Ingratiating always works, whereas
self-promotion may work only in
interviews and may backfire on the
job.
THE ETHICS OF BEHAVING POLITICALLY
1 2 3 4

•Remember it’s a lot


•Sometimes, it is •When faced with •If you have a
an ethical dilemma easier for the
difficult to weigh strong power powerless to act
regarding
the cost and base, recognize ethically, if for no
organizational
benefits of a politics, try to the ability of other reason than
political action, consider whether power to corrupt. they typically have
but its ethicality playing politics is very little political
worth the risk and discretion to exploit.
is clear.
whether others
might be harmed in
the process.
MAPPINGYOUR
POLITICAL
CAREER
•One of the most useful ways to think
about power and politics is in terms of
your own career.

•Through a political map, you can


sketch out your relationships with the
people upon whom your career
depends

•Try to keep your political maps basic


and limited to the people who really
matter to your career.
IMPLICATIONFOR
ry..
mma
in su

MANAGERS
Tomaximizeyourpower,increaseothers
dependenceonyou.
Youwillnotbealoneinattemptingto
buildyourpowerbases.
Trytoavoidputtingothersinaposition
wheretheyfeeltheyhavenopower.
Predicttheactionsofothersandusethat
information to formulate political
strategies.
Considerations.
THANKYOUFOR
LISTENING!

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