MANAJEMEN PERUBAHAN
POWER, POLITICS AND CHANGE
ORGANIZATIONAL POLITICS
DEFINING POWER AND POLITICS
• The concepts of politics, power and conflict, particularly in the
context of resistance to change, are frequently cast as being
among the more undesirable aspects of organizational life.
• Political behavior is the practice of power and includes both overt
and covert actions by which people use their power to favour
their interests.
POWER AND INFLUENCE
• Power is the ability to influence the
behavior of others.
• Types of Power:
• Positional (legitimate) power
• Expert power
• Referent power
• Reward power
• Coercive power
METHODS OF INFLUENCE
(HANDY, 1993)
• Different types of power are used in different ways. Particular methods of influence attach
themselves (more or less) to particular types of power:
• Force: derived from having physical power; bullying, loss of temper.
• Rules and procedures: derived from having position power, backed by resource power;
devising rules and procedures to result in particular outcomes.
• Exchange: derived from having resource power; bargaining, negotiating, bribing.
• Persuasion: derived from having personal power; use of logic, the power of argument,
evidence of facts.
• Ecology: derived from different power sources; manipulating the physical and
psychological environment to achieve certain purposes.
• Magnetism: derives from personal and sometimes expert power; inspiring trust,
respect; using charm, infectious enthusiasm.
POLITICS OF POWERLESSNESS
GENDER, NATIONAL CULTURE, POSITION
POLITICS, POWER AND CONFLICT
CONFLICT HANDLING S T YLES
DONEC QUIS NUNC
ASSESSING POWER
POWER, CONFLICT AND CHANGE
POLITIC AL ACTION
• Conflict is best
viewed as a
process that begins
when an individual
or group perceives
differences and
opposition
between him/
herself and another
individual or group
about interests,
beliefs or values
that matter to him
or her.
POWER AND MOTIVATION TO BLOCK CHANGE
CONCLUSIONS
• The capacity for organizations to change, both incrementally and radically
depends on the multiplicity of different interests and values that are present.
• Power and conflict can be used to further the aims of change as well as resist
them.
• People and groups in organizations will share some common interests and
also have some conflicting ones.
• Managers need to be aware of their own sources and levels of power and
recognize the power and powerlessness of others.
• Managing change usually invokes a need for political action to keep the
interests of individuals and groups in balance.
• The style and function of leadership in the sharing or withholding of power
and the management of conflict are crucial for change.
TUGAS INDIVIDU
CASE
QATAR 2022
TUGAS KELOMPOK
KUISIONER
UNBLOCKING
