21512 Chap.11 Power, Politics and Organisational Culture
Power, Politics and Organisational Culture
This topic looks inside the organisation as a social system. The lecture defines power as a capacity A has to influence B's behaviour so that B acts as A wishes, and stresses that power requires dependency: B needs something A has. It distinguishes informal authority, the capacity to impose compliance, from legitimate power, the right to impose it, and both from the ability to win voluntary commitment.
Power can be developed by anyone, and it can be used or misused.
The chapter covers the common power tactics, defines political behaviour as activity outside a formal role that tries to shift advantages, and diagnoses tactics in a contested restructure. It then explains organisational culture, its levels from artifacts to assumptions, its functions and liabilities, how founders shape it and how newcomers are socialised.
Power and politics is one of the theories on the Assessment 2 menu.
What this chapter covers
- 01
Power and follower dependency
- 02
Informal authority, legitimate power and commitment
- 03
Seven common power tactics
- 04
Political behaviour and when it appears
- 05
Levels of organisational culture
- 06
Functions and liabilities of culture
- 07
Founders, socialisation and cultural carriers
Worked example · free
Trace who depends on whom in a small office
- 1Power requires follower dependency: B must need something A has, so look for what others need from each person.
- 1The practice manager holds power through dependency on her unique knowledge of the billing system, which colleagues cannot do without.
- 1The assistant controls access to persons, acting as a gatekeeper to the partner, one of the common tactics in the lecture.
Key terms
- Power
- A capacity one person has to influence another's behaviour so that they act as the first person wishes.
- Legitimate power
- The right, usually attached to a formal role, to impose compliance.
- Organisational culture
- The assumptions, values and beliefs members hold in common, which signal what conduct is acceptable.
- Socialisation
- The process by which a newcomer learns and adjusts to an organisation's culture, from prearrival to metamorphosis.
Power, Politics and Organisational Culture FAQ
What is the difference between power and politics in organisations?
Power is a capacity to influence someone else's behaviour, resting on their dependency on you. Politics is the use of that power to influence decisions towards goals, through activities that are not part of one's formal role, often under uncertainty or conflict and outside accepted channels of authority.
What are the levels of organisational culture?
The lecture describes three. Basic assumptions are taken for granted and reflect beliefs about human nature and reality. Values are the principles, standards and goals a group holds. Artifacts are the visible, tangible aspects, such as an open door policy, an open-plan office or regular company picnics.
Can culture be a problem for an organisation?
Yes. Culture defines boundaries, gives identity, builds commitment and stabilises the social system, but the lecture also calls it a liability. A strong culture can be a barrier to change, a barrier to diversity, and a barrier to mergers and acquisitions when the two organisations' cultures do not fit.
What are the stages of socialisation for a new employee?
The lecture names three. Prearrival is the learning that happens before a person joins. Encounter is when the newcomer meets the organisation as it actually is and finds that expectations and reality may differ. Metamorphosis is when the newcomer changes and adjusts to the work, the work group and the organisation.
Assessment move
Learn the definition of power with its dependency condition, the seven tactics, and the definition of political behaviour word for word, because precise definitions anchor an analysis. Then observe an organisation you belong to and note one example of each culture level and one political tactic. Practise one paragraph that uses culture to explain why that tactic is tolerated there.
For the folio, pick an organisation where you can document the tactics and the culture from public sources, since the poster and report must rest on evidence.
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