Power & Politics In The Workplace
1. Introduction
This week will focus on exploring the nature of power and politics, and consider the efficacy
and potential dangers of its management.
Outcomes - By the end of this session, you should be able to:
• Appreciate the importance of power and politics in organisations;
• Compare and contrast different perspectives and bases of power;
• Understand the purpose and importance of relationships and professional
interactions;
• Explain why power and politics challenge the image of organisations as rational
places.
Chapter 22 Power and Politics of the core text book, Buchanan, DA and Huczynski, A
(2019) Organizational Behaviour, 10th ed., Harlow: Pearson. You can access the e-
book here.
1.1. The relationship between Power & Politics, and Culture:
There is much crossover between culture and power and politics. Indeed, many would argue
that conceptualisations of power are central elements for culture, and serve culturally
relevant goals (see for example Torelli & Shavitt, 2010). Similarly, Traphagan (2017) argues
that, fundamentally, a culture is not a set of shared values; rather, it’s a web of power
relationships. Wilson (2010) illustrates the relationship between culture and organisational
power and politics with the (somewhat ironic) following example:
Some uncertainty over the concept of organisational culture is well illustrated in a story told
by Deal and Kennedy (1984). They tell us that, in one company, they presented the concept
of culture, its functions, and elements to the senior executives.
At the end of the presentation, the chairman of the board remarks that it was the finest
presentation that he had heard in 10 years. He then turned to his CEO and said
forcefully: “George, I want a culture installed here next Monday.”
“With all due respect,” interrupted Deal and Kennedy, “we believe you have a culture here
now; that's one of our key points.”
“Bullshit!” said the chairman. “We don’t have one, and as you pointed out, that’s the
problem. George, I want a culture here and I want it now - by next week. Your butt is on
the line.”
(Taken from Wilson, 2010: 226)
Traphagan J (2017) ‘We’re thinking about culture all wrong’ Harvard Business Review.
January 2017: Here.
, 1.2. Power and Politics are loaded!
Building on our understanding of culture from last week, an underpinning feature
of behaviour in the workplace are the concepts of power and politics, and
embedded in that: control.
The study of power and politics has engaged the interest of scholars and
practitioners for centuries. However, they can be difficult to discuss in
organisations. Practitioners often consider them to be the elephant in the room -
(when the obvious problem is ignored) (Arvinen-Muondo and Perkins, 2013). In
some respects the term politics has even acquired the status of a taboo. Indeed,
Crozier’s classic study of organisational politics (1964) had to use anonymous
organisations.
As Buchannan and Huczynski remind us, the prevalent opinion seems to be
that “power corrupts, and that organisation politics means underhand, planning,
manipulative dirty tricks and backstabbing.” (2017: 737)
Afterall, how many of us have heard the sage advice:
“Never discuss politics or religion in polite company.”
“Power corrupts. Absolute power corrupts absolutely.”?
However, leaders and managers who do not have power and who are either
unwilling or unable to play the politics of their organisations could have difficulty
in getting anything done!
In short, politics and power are loaded.
Thoughts from the Field
“…power is not simply something that the powerful have and the powerless lack. Power, to borrow from the
late French philosopher Michel Foucault, is not possessed - it is exercised”
(Bratton et al., 2010:434)
Summary and Key Learning Points:
Power, politics and culture are entwined.
Inescapable features of organisational life, power and politics can be damaging but can be also used in positive
and constructive ways, to solve problems, generate consensus, and to drive change (Buchanan & Huczynski,
2019).
The use of power is part of the manager’s tool kit.
Managers need to understand the nature of politics, power and control in order to improve worker behaviour
and organisational performance. (Arvinen-Muondo & Perkins, 2013).
Management failures can often be attributed to lack of political skill (Pfeffer, 2010).
1. Introduction
This week will focus on exploring the nature of power and politics, and consider the efficacy
and potential dangers of its management.
Outcomes - By the end of this session, you should be able to:
• Appreciate the importance of power and politics in organisations;
• Compare and contrast different perspectives and bases of power;
• Understand the purpose and importance of relationships and professional
interactions;
• Explain why power and politics challenge the image of organisations as rational
places.
Chapter 22 Power and Politics of the core text book, Buchanan, DA and Huczynski, A
(2019) Organizational Behaviour, 10th ed., Harlow: Pearson. You can access the e-
book here.
1.1. The relationship between Power & Politics, and Culture:
There is much crossover between culture and power and politics. Indeed, many would argue
that conceptualisations of power are central elements for culture, and serve culturally
relevant goals (see for example Torelli & Shavitt, 2010). Similarly, Traphagan (2017) argues
that, fundamentally, a culture is not a set of shared values; rather, it’s a web of power
relationships. Wilson (2010) illustrates the relationship between culture and organisational
power and politics with the (somewhat ironic) following example:
Some uncertainty over the concept of organisational culture is well illustrated in a story told
by Deal and Kennedy (1984). They tell us that, in one company, they presented the concept
of culture, its functions, and elements to the senior executives.
At the end of the presentation, the chairman of the board remarks that it was the finest
presentation that he had heard in 10 years. He then turned to his CEO and said
forcefully: “George, I want a culture installed here next Monday.”
“With all due respect,” interrupted Deal and Kennedy, “we believe you have a culture here
now; that's one of our key points.”
“Bullshit!” said the chairman. “We don’t have one, and as you pointed out, that’s the
problem. George, I want a culture here and I want it now - by next week. Your butt is on
the line.”
(Taken from Wilson, 2010: 226)
Traphagan J (2017) ‘We’re thinking about culture all wrong’ Harvard Business Review.
January 2017: Here.
, 1.2. Power and Politics are loaded!
Building on our understanding of culture from last week, an underpinning feature
of behaviour in the workplace are the concepts of power and politics, and
embedded in that: control.
The study of power and politics has engaged the interest of scholars and
practitioners for centuries. However, they can be difficult to discuss in
organisations. Practitioners often consider them to be the elephant in the room -
(when the obvious problem is ignored) (Arvinen-Muondo and Perkins, 2013). In
some respects the term politics has even acquired the status of a taboo. Indeed,
Crozier’s classic study of organisational politics (1964) had to use anonymous
organisations.
As Buchannan and Huczynski remind us, the prevalent opinion seems to be
that “power corrupts, and that organisation politics means underhand, planning,
manipulative dirty tricks and backstabbing.” (2017: 737)
Afterall, how many of us have heard the sage advice:
“Never discuss politics or religion in polite company.”
“Power corrupts. Absolute power corrupts absolutely.”?
However, leaders and managers who do not have power and who are either
unwilling or unable to play the politics of their organisations could have difficulty
in getting anything done!
In short, politics and power are loaded.
Thoughts from the Field
“…power is not simply something that the powerful have and the powerless lack. Power, to borrow from the
late French philosopher Michel Foucault, is not possessed - it is exercised”
(Bratton et al., 2010:434)
Summary and Key Learning Points:
Power, politics and culture are entwined.
Inescapable features of organisational life, power and politics can be damaging but can be also used in positive
and constructive ways, to solve problems, generate consensus, and to drive change (Buchanan & Huczynski,
2019).
The use of power is part of the manager’s tool kit.
Managers need to understand the nature of politics, power and control in order to improve worker behaviour
and organisational performance. (Arvinen-Muondo & Perkins, 2013).
Management failures can often be attributed to lack of political skill (Pfeffer, 2010).
