Essays on The Role of Power and Politics in Organizations Coursework

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The paper "The Role of Power and Politics in Organizations" is a perfect example of management coursework.   Organizations comprise of both informal and formal rules which specifically help coordinate the actions posed by different people (Tost, Gino & Larrick, 2013). In that case, organizations have to devise ways of making sure those individuals who have different understandings, particular interests and from diverse backgrounds abide by such rules. This is where the concept of power comes to play. Power entails the aspect which embodies the processes, dispositions and mechanisms that try to make sure those individuals in an organizational setting play by the rules entailing the game.

It can also be said to be the ability to have an influence on people’ s behaviour and thus manipulating them to perform deeds they wouldn’ t have done willingly. Thus, power plays a significant role in the management practice of organizations (Tost et al. , 2013). Power emanates as a central issue in organizations since it makes employees and parties affiliated to the organization engage in deeds or deliberations they wouldn’ t have normally done (Tost et al. , 2013). In this respect, power has central bases in organizations which include expertise, information, prestige and stature, credibility, money control, rewards and sanctions, resource control and the ability to access high-level management (Tost et al. , 2013).

In organizations, power is effective in its least form of legitimation. That is, the creation of legitimacy eases the process through which power is instituted in any particular organizational setting. Legitimacy is enhanced through symbolism where symbols reflect the goals and objectives of the organization. Uncertainty also acts as a power base rather than a constraint (Tost et al. , 2013). The impact derived from power relies on whether managers use negative or positive power in influencing their juniors in the organization.

In this respect, there are positive and negative classes of power (Wiltermuth & Flynn, 2013). The positive class entails encouraging employees to be productive and thus devolving the power of decision-making. It also entails rewards related to performance and the encouragement of free expression of employee concerns. On the other hand, negative power entails issuance threats as a form of motivation to employees. The latter involves threats related to job loss, punishments and favouritism for selected few employees.

Exercise of negative power results in many drawbacks for the organization (Wiltermuth & Flynn, 2013). The Concept of Politics in the Workplace Politics is the process and/or aspect of power mobilization (Sinnicks, 2014). Politics plays a crucial role in the workplace including the governance of the decision-making process and the process of employee interaction. It influences directly the people accessing power including the general organizational culture of the workplace including the workplace productivity (Sinnicks, 2014). The workplace resembles a political field where systems of politics engage in whenever there are systems of expertise, ideology and authority to be contested in varied political games.

Political games are common in the workplace and occur commonly in various forms (Sinnicks, 2014). First, there are the insurgency games where lower-status employees are against the dominant elites (Sinnicks, 2014). The expertise games entail strategic contingency. Budgeting games entail securing an organization’ s resources. Others include strategic candidate, rival camps, empire-building, sponsorship, live versus staff, whistle-blowing, alliance building, lording, and young Turks games. In all these games played in the workplace, the parties seek to use legitimate power to politicize actions that are politically beneficial to them (Sinnicks, 2014).

References

Bacharach, S. B., & Lawler, E. J. (2008). Power and politics in organizations. San Francisco, Jossey-Bass.

Burnes, B, & By, R 2012, 'Leadership and Change: The Case for Greater Ethical Clarity', Journal of Business Ethics, 108, 2, pp. 239-252,

Clegg, G. J., (2010). Managing Power and Politics in Organizations: Resistance, Empowerment, Ethics. New York- Ainsworth.

Gandz, J, & Murray, V 2008, 'The Experience of Workplace Politics', Academy Of Management Journal, 23, 2, pp. 237-251.

Glanz, J 2010, 'Justice and Caring: Power, Politics and Ethics in Strategic Leadership', International Studies In Educational Administration (Commonwealth Council for Educational Administration & Management (CCEAM)), 38, 1, pp. 66-86.

Nasurdin, a, Hazlina Ahmad, N, & Arwani Razalli, a 2014, 'Politics, Justice, Stress, and Deviant Behaviour in Organizations: An Empirical Analysis', International Journal of Business & Society, 15, 2, pp. 235-254.

Pfeffer, J. (2002). Managing with power: politics and influence in organizations. Boston, Mass, Harvard Business School Press.

Sinnicks, M 2014, 'Practices, Governance, and Politics: Applying Macintyre’s Ethics to Business', Business Ethics Quarterly, 24, 2, pp. 229-249.

Tost, L, Gino, F, & Larrick, R 2013, 'When Power Makes Others Speechless: The Negative Impact Of Leader Power On Team Performance', Academy Of Management Journal, 56, 5, pp. 1465-1486.

Vashdi, D, Vigoda-Gadot, E, & Shlomi, D 2013, 'Assessing Performance: The Impact Of Organizational Climates And Politics On Public Schools' Performance', Public Administration, 91, 1, pp. 135-158.

Wiltermuth, S, & Flynn, F 2013, 'Power, Moral Clarity, and Punishment in the Workplace', Academy Of Management Journal, 56, 4, pp. 1002-1023.

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