chapter 16 mgmt 2103 power influence and politics.pptx

Chapter 16: Power, Influence, and Politics UNIVERSITY OF ARKANSAS COLLEGE OF BUSINESS D E PA RT M E N T O F M A N A G E M E N T DR. ELIZABETH MILLER Learning Objectives Understand the basic forms of power. Understand how to empower yourself and others. Describe and implement various influence tactic...

Chapter 16: Power, Influence, and Politics UNIVERSITY OF ARKANSAS COLLEGE OF BUSINESS D E PA RT M E N T O F M A N A G E M E N T DR. ELIZABETH MILLER Learning Objectives Understand the basic forms of power. Understand how to empower yourself and others. Describe and implement various influence tactics. Differentiate and apply the primary forms of organizational politics. Determine how to implement effective impression management. Describe the implications of power, influence, and politics for you and managers. Power Power is the discretion and the means to enforce your will over others. It is the ability to marshal human, informational, and other resources to accomplish something. – The more influence you have, the more powerful you are, and vice versa. – Power should be accepted as a natural part of any organization. There are five bases of power (see diagram to the right) Five Bases of Power Legitimate power: what we typically think of as authority; vested by an organization in a position as a formal authority. – – Positive legitimate power: focuses constructively on job performance Negative legitimate power: tends to be threatening and demeaning to those being influenced Reward power: obtaining compliance by promising or granting rewards valued by the other party. Coercive power: the ability to make threats of punishment and deliver actual punishment. Expert power: knowledge-based and/or information-based power Referent power: derived from personal characteristics and social relationships that effectively gain others’ compliance. – Charisma, status, network power (connectors), reputation – You may also hear me call this charismatic authority (comes from a theorist named Erving Goffman) Five Bases of Power Which base(s) of power best describes Donald Trump? – Legitimate power: vested by an organization in a position as a formal authority. – Reward power: obtaining compliance by promising or granting rewards valued by the other party. – Coercive power: the ability to make threats of punishment and deliver actual punishment. – Expert power: knowledge-based and/or information-based power – Referent power: derived from personal characteristics and social relationships that effectively gain others’ compliance. Five Bases of Power Which base(s) of power best describes Dr. Miller? – Legitimate power: vested by an organization in a position as a formal authority. – Reward power: obtaining compliance by promising or granting rewards valued by the other party. – Coercive power: the ability to make threats of punishment and deliver actual punishment. – Expert power: knowledge-based and/or information-based power – Referent power: derived from personal characteristics and social relationships that effectively gain others’ compliance. Five Bases of Power Which base(s) of power best describes your parents? – Legitimate power: vested by an organization in a position as a formal authority. – Reward power: obtaining compliance by promising or granting rewards valued by the other party. – Coercive power: the ability to make threats of punishment and deliver actual punishment. – Expert power: knowledge-based and/or information-based power – Referent power: derived from personal characteristics and social relationships that effectively gain others’ compliance. Five Bases of Power Which base(s) of power do you want a future boss or leader to have in your workplace? – Legitimate power: vested by an organization in a position as a formal authority. – Reward power: obtaining compliance by promising or granting rewards valued by the other party. – Coercive power: the ability to make threats of punishment and deliver actual punishment. – Expert power: knowledge-based and/or informationbased power – Referent power: derived from personal characteristics and social relationships that effectively gain others’ compliance. Position vs. Personal Power Legitimate, reward, and coercive power are called position power because the source of influence is with the job or position within the organization. – Doesn’t stay with me – stays with the role/position Expert and referent are forms of personal power that are possessed individually and are independent of your position or job. – I have it no matter what! Reactions to Power Asserting power is necessary in many parts of our lives. People tend to have three reactions to our attempts at power: 1. Resistance: indifferent, passive-aggressive, active resistance, undermining, sabotage. 2. Compliance: only do what is expected, nothing more. 3. Commitment: believe in the cause and go above and beyond to ensure its success. Managers need to understand the difference between commitment and compliance to use power effectively. – Use power for the good of others, not just for personal gain. Reward, coercive, and negative legitimate power Bases of Power and Effectivenes s of Outcomes Affects important outcomes like job satisfaction, job performance, turnover, attitudes, citizenship behavior, counterproductive behavior, career outcomes, and stress. Bases of Power: Summary Type of Power Position vs. Personal Power Commitment vs. Compliance Effectiveness of Outcomes Legitimate (positive and negative) Position Compliance: legitimate negative Commitment: legitimate positive Slightly positive Reward Position Compliance Slightly positive Coercive Position Compliance Slightly negative Expert Personal Commitment Generally positive Referent Personal Commitment Generally positive Example Question Gina promised her employees that if they reached the goal of fewer than five customer complaints during December, she would give them each a $500 gift card. What type of power is Gina using and what is her likely result? A. using coercive, result is commitment. B. using positive legitimate, result is compliance. C. using expert, result is resistance. D. using referent, result is commitment. E. using reward, result is compliance. Power Sharing and Empowerment Empowerment: consists of efforts to enhance employee performance, wellbeing, and positive attitudes. – Increased participation and power sharing among workers—managers/organizations looking to workers to make decisions instead of the top-down approach. – Positive influence on important job/employee outcomes like commitment, performance, and stress. Structural Empowerment Structural empowerment: transfers authority and responsibilities from management to employees. – Done via job design and job characteristics. Can change policies, procedures, job responsibilities, and team design. – Push decision-making power down to lower levels (move from domination to delegation) Effective empowerment: 1. Empowerment is not a zero-sum game: sharing power can increase your power. 2. Empowerment a matter of degree, not an either-or proposition. The Evolution of Power from Domination to Delegation (fig 16.6 in book) Psychological Empowerment Psychological empowerment occurs when we feel a sense of: – Meaning: the belief that your work values and goals align with those of your manager, team, or employer. – Competence: personal evaluation of your ability to do the job. – Self-determination: a sense that you have control over your work and outcomes. – Impact at work: feeling your efforts make a difference and affect the organization. These matter for individuals and within teams and organizations. While structural empowerment draws on job design and characteristics, psychological empowerment is related to self-efficacy and intrinsic motivation. – Focuses on perceptions and cognitive states: what you feel. Inputs and Outcomes of Psychological Empowerment Across Organizational Levels Example Question John is asking advice about how to effectively empower his employees. Which of the following is NOT good advice? A. Only share responsibilities with those who are competent to do what is necessary. B. A manager needs to be careful when empowering employees because it will decrease the manager’s power. C. The extent to which employees have positive self-evaluations will enhance their sense of empowerment. D. A common element of empowerment involves pushing decision-making authority down to lower levels. Effectively Influencing Others Influence tactics are conscious efforts to affect and change behaviors in others. Nine Common Influence Tactics Influence Tactics The nine common influence tactics are generic: they can be used up (boss), down (subordinates), or vertically (peers). Rational persuasion is the most used tactic. Soft tactics: friendly, not as coercive as hard tactics. – Rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals. Hard tactics: exert more overt pressure. – Exchange, coalition tactics, pressure, legitimating tactics. Cialdini’s Six Principles of Persuasion 1. Liking: people tend to like those who like them. 2. Reciprocity: the belief that good and bad deeds should be repaid in kind. 3. Social proof: people tend to follow the lead of those most like themselves. 4. Consistency: people tend to do what they are personally committed to do. 5. Authority: people tend to defer to and respect credible experts. 6. Scarcity: people want items, information, and opportunities that have limited availability. Organizational Politics Organizational politics: intentional actions to improve individual or organizational interests. – Managers must achieve a balance between employee and organizational interests. Uncertainty drives a lot of political behavior. – Unclear objectives – Vague performance measures – Ill-defined decision-making processes – Strong individual or group competition – Any type of change Frequently Used Political Tactics 1. Building a network of useful contacts - Cultivating a support network both inside and outside the organization. 2. Using “key players” to support initiatives - Getting prior support for a decision or issue; building others’ commitment via participation. 3. Making friends with power brokers - Teaming up with powerful people who can get results. 4. Bending the rules to fit the situation - Interpreting or (not) enforcing rules to serve your own interests. 5. Using self-promotion - Blowing your own horn, but not doing the same for others’ accomplishments. 6. Creating a favorable image (also known as impression management, discussed next) - Dressing for success; adhering to organizational norms and drawing attention to your successes and influence; taking credit for others’ accomplishments. 7. Praising others (ingratiation) - Making influential people feel good (brownnosing). 8. Attacking or blaming others - Avoiding or minimizing association with failure; scapegoating; reducing competition for limited resources. 9. Using information as a political tool - Withholding or distorting information; obscuring an unfavorable situation by overwhelming superiors with information. Three Levels of Political Action People-oriented Broader, long-term agendas compared to coalition Single-issue Impression Management Impression management: any attempt to control or manipulate the images related to a person, organization, or idea. It encompasses speech, behavior, and appearance and can be aimed at anyone. Impressions formed quickly and subtly—non-verbal, behavioral, visual. We must engage in impression management. However, – Too little means we may be overlooked by management – Too much, we may be thought of as a schmoozer or fake Deception in impression management an issue in interviewing: deception is hard to spot. Apologies: a form of trust repair to reduce the impact of bad impressions; acknowledge an offense and make repairs. – Good apologies: acknowledge wrongdoing, accept responsibility, express regret, and promise the offense will not be repeated.