Power and politics- week 8
Page 2: Perception of Power
Self-reflection questions:
What comes to mind when you think of the word 'power'?
In what ways do you experience different forms of power in your life?
Page 4: Core and Additional Readings
Core texts include:
King and Lawley (2022): Power and Politics in Organizational Life
Buchanan (2023): Power and Politics
Additional readings relevant to the topic:
Pullen and Rhodes (2014): Corporeal ethics and politics of resistance
Thomas and Davies (2005): Feminist theory and organizational resistance
Treadway et al (2013): Social influence in organizations
Kanter (2017): Power failure in management circuits
Page 5: Defining Power
Power (Oxford English Dictionary) is:
Capacity to direct or influence behavior of others (personal or social influence).
Weber's definition of power:
Probability of an actor within a social relationship carrying out own will despite resistance.
Power involves getting things done, even against resistance.
Concept of productive vs. repressive power:
Productive (Foucault) vs. repressive.
Page 7: Power in Governance
Example of governmental power:
Elected officials' votes showcasing public support for leadership.
Data on votes reflecting the distribution of power and decision-making in governance.
Page 10: Power and Politics (Big P)
Definitions:
How people gain, use, and lose power.
Actions connected with acquisition or exercise of power and authority.
Definition of politics:
Means by which people gain power.
Importance of politics in societal structures (Pfeffer, 2010).
Page 15: Review of Definitions
Power: Ability to influence behaviors.
Politics: Efforts to gain power to influence others.
Organizational Power Dynamics
Page 17: Unitarist View of Organizations
Organizations as unitary actors - everyone is striving for the same goals ( being profit and success
The machine metaphor (Taylor) - management should only have the power
vs. humane organizations (Mayo) - employees and managers should work together harmoniously
Page 19: Rational and Humane Organizational Views
Page 20: Perception of Power as Negative
Common belief:
Power obstructs efficiency and harmony within organizations.
Politics create divisions and conflicts impeding collective efforts.
Page 21: Misuse of Power
Examples of power misuse:
Bullying, abuse, and preferential treatment in organizations.
Page 22: Power as Essential for Action
Power translates to the ability to mobilize resources and achieve goals (Kanter, 1977).
Page 23: Pluralist View of Organizations
Opposite of Unitarian view:
Organizations are composed of multiple actors with differing interests.
Conflict arises when preferences clash during decision-making
Power is essential and increases efficiency
Definition of politics within organizations:
Activities to acquire and utilize power for preferred outcomes during dissension or uncertainty (Pfeffer, 1992).
Page 25: Power as Resource Access
Power defined by access to resources others need.
Factors contributing to power include:
Jobs, tangible resources, budget, and information.
Page 26: Bases of Power (French and Raven, 1959)
Types of power:
Reward, Coercive, Referent, Legitimate, Expert.
Summary of Views
Review of:
Unitary perspective (denies existence of power).
Pluralist perspective (recognizes divergent interests and political dynamics).
Page 31: Three Dimensions of Power
Observable Conflict: Combatants in visible conflict.
Agenda Setting: Who sets the issues to be discussed? Power is reinforced through preventing issues from being part of discourse.
Domination: Who shapes perceptions and desires? Links to socialisation