Podcast
Questions and Answers
Power is the actual use of influence over followers.
Power is the actual use of influence over followers.
False
Position power is derived from the followers.
Position power is derived from the followers.
False
There are seven types of power according to the text.
There are seven types of power according to the text.
True
Successful managers push power up the chain of command.
Successful managers push power up the chain of command.
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Power, politics, networking, and negotiating are all forms of influencing.
Power, politics, networking, and negotiating are all forms of influencing.
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When influencing, it pays to be ethical.
When influencing, it pays to be ethical.
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Confronting those you think are unethical is not recommended when influencing.
Confronting those you think are unethical is not recommended when influencing.
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Successful negotiators are not necessarily trusted negotiators.
Successful negotiators are not necessarily trusted negotiators.
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Connection power is based on relationships with influential people and is used in job seeking or promotions.
Connection power is based on relationships with influential people and is used in job seeking or promotions.
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Politics is the process of gaining and using power, functioning as an organizational medium of exchange.
Politics is the process of gaining and using power, functioning as an organizational medium of exchange.
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Networking involves developing relationships for socializing and politicking, including creating obligations and using coalitions as an influencing tactic.
Networking involves developing relationships for socializing and politicking, including creating obligations and using coalitions as an influencing tactic.
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Guidelines for developing political skills include understanding organizational culture, developing good working relationships, and gaining recognition.
Guidelines for developing political skills include understanding organizational culture, developing good working relationships, and gaining recognition.
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The networking process involves self-assessment, setting goals, creating a one-minute self-sell, developing a network, conducting networking interviews, and maintaining the network.
The networking process involves self-assessment, setting goals, creating a one-minute self-sell, developing a network, conducting networking interviews, and maintaining the network.
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Self-assessment helps clarify skills and competencies, while the one-minute self-sell is an opening statement used in networking to summarize history and career plans.
Self-assessment helps clarify skills and competencies, while the one-minute self-sell is an opening statement used in networking to summarize history and career plans.
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Building and maintaining a network involves categorizing contacts, expanding the list, and using social media while following company policies.
Building and maintaining a network involves categorizing contacts, expanding the list, and using social media while following company policies.
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In-person networking interviews involve establishing rapport, delivering a one-minute self-sell, asking prepared questions, and following up with a thank-you note and status report.
In-person networking interviews involve establishing rapport, delivering a one-minute self-sell, asking prepared questions, and following up with a thank-you note and status report.
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Negotiating is a process where two or more parties attempt to come to an agreement and is an essential career skill.
Negotiating is a process where two or more parties attempt to come to an agreement and is an essential career skill.
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Negotiations are appropriate in situations without a fixed price or deal, and all parties should believe they got a good deal.
Negotiations are appropriate in situations without a fixed price or deal, and all parties should believe they got a good deal.
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The key to the negotiation process is preparation, face-to-face interactions, understanding what is being negotiated, and putting agreements in writing.
The key to the negotiation process is preparation, face-to-face interactions, understanding what is being negotiated, and putting agreements in writing.
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Negotiations do not have to be a zero-sum game, and it's important to take your time and stop selling once there is an agreement.
Negotiations do not have to be a zero-sum game, and it's important to take your time and stop selling once there is an agreement.
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Legitimate power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
Legitimate power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
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Rational persuasion is a helpful influencing tactic for managers and involves explaining why objective needs are met, how meeting the objective benefits the other party, providing evidence the objective can be met, and explaining how problems/concerns will be handled.
Rational persuasion is a helpful influencing tactic for managers and involves explaining why objective needs are met, how meeting the objective benefits the other party, providing evidence the objective can be met, and explaining how problems/concerns will be handled.
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Increasing legitimate power involves gaining authority to use punishment and withhold rewards, not making rash threats, and being persistent.
Increasing legitimate power involves gaining authority to use punishment and withhold rewards, not making rash threats, and being persistent.
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Reward power is based on the user’s ability to influence others with something of value to them and is appropriate when employees should be rewarded for doing a good job.
Reward power is based on the user’s ability to influence others with something of value to them and is appropriate when employees should be rewarded for doing a good job.
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Guidelines for increasing coercive power include developing people skills and working on relationships with managers and peers.
Guidelines for increasing coercive power include developing people skills and working on relationships with managers and peers.
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Expert power is based on the user’s skill and knowledge, often using the rational persuasion influencing tactic, and is appropriate when new managers rely on employees’ expertise.
Expert power is based on the user’s skill and knowledge, often using the rational persuasion influencing tactic, and is appropriate when new managers rely on employees’ expertise.
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Information power is based on the user’s position power, given by the organization, and is appropriate when asking someone to do something within their job scope.
Information power is based on the user’s position power, given by the organization, and is appropriate when asking someone to do something within their job scope.
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Coercive power involves punishment and withholding of rewards to influence compliance and is appropriate while maintaining discipline and enforcing rules.
Coercive power involves punishment and withholding of rewards to influence compliance and is appropriate while maintaining discipline and enforcing rules.
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Referent power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
Referent power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
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Increasing expert power involves increasing training, attending trade meetings, keeping up with the latest technology, and projecting a positive self-concept.
Increasing expert power involves increasing training, attending trade meetings, keeping up with the latest technology, and projecting a positive self-concept.
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Guidelines for increasing reward power include gaining and maintaining control over evaluating employees’ performance, finding out what others value, and letting people know you control rewards.
Guidelines for increasing reward power include gaining and maintaining control over evaluating employees’ performance, finding out what others value, and letting people know you control rewards.
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Guidelines for increasing information power include having information flow through you, knowing what is going on in the organization, and developing a network of information sources.
Guidelines for increasing information power include having information flow through you, knowing what is going on in the organization, and developing a network of information sources.
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Study Notes
Influence and Power in Organizations
- Legitimate power is based on the user’s position power, given by the organization, and is appropriate when asking someone to do something within their job scope.
- Rational persuasion is a helpful influencing tactic for managers and involves explaining why objective needs are met, how meeting the objective benefits the other party, providing evidence the objective can be met, and explaining how problems/concerns will be handled.
- Increasing legitimate power involves increasing management experience, exercising authority regularly, following rational persuasion guidelines, and backing up authority with rewards and punishment.
- Reward power is based on the user’s ability to influence others with something of value to them and is appropriate when employees should be rewarded for doing a good job.
- Guidelines for increasing reward power include gaining and maintaining control over evaluating employees’ performance, finding out what others value, and letting people know you control rewards.
- Coercive power involves punishment and withholding of rewards to influence compliance and is appropriate while maintaining discipline and enforcing rules.
- Guidelines for increasing coercive power include gaining authority to use punishment and withhold rewards, not making rash threats, and being persistent.
- Referent power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
- Increasing referent power involves developing people skills and working on relationships with managers and peers.
- Expert power is based on the user’s skill and knowledge, often using the rational persuasion influencing tactic, and is appropriate when new managers rely on employees’ expertise.
- Guidelines for increasing expert power include increasing training, attending trade meetings, keeping up with the latest technology, and projecting a positive self-concept.
- Information power is based on the user’s data desired by others and is appropriate when making rational persuasion or inspirational appeals. Guidelines for increasing information power include having information flow through you, knowing what is going on in the organization, and developing a network of information sources.
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Description
Test your knowledge about connection power, which is based on influential relationships and coalition influencing tactics used by leaders. Learn about the appropriate use and guidelines to increase connection power for job seeking or career advancement.
