Power & Influence in the Workplace - MGMT 1500 - Chapter 10 PDF

Power & Influence MGMT 1500 Chapter 10  Today’s Class Mid-Term Exam Debrief / Grade to Date Chapter 10 Upcoming…. ©McGraw-Hill Education.  Mid-Term Debrief 0LB...

Power & Influence MGMT 1500 Chapter 10  Today’s Class Mid-Term Exam Debrief / Grade to Date Chapter 10 Upcoming…. ©McGraw-Hill Education.  Mid-Term Debrief 0LB Average Score: C+ Highest Score: A+ MCQ Answer Guide available in ASSIGNMENTS & ASSESSMENTS folder ©McGraw-Hill Education.  Mid-Term Debrief Question 1: should emotions occur naturally or be managed? Potential discussion items: Emotions are natural / authentic / human Showing non-authentic emotions is taxing (emotional labour) Emotions are not always shown / active (openness) Emotions can be non-conscious; hard to ‘manage’ Emotions can be problematic or helpful – need to know which Emotional intelligence can regulate problematic emotions in self and others Productive emotions can be spread/shared (emotional contagion) ©McGraw-Hill Education.  Mid-Term Debrief Question 2: employee not reacting well to feedback Potential discussion items: Personality (High N, Low A, Low O) Self-Concept (self-efficacy) Perception of leader Attitude External Locus of Control Ability Motivation (drives, equity theory, expectancy theory) Situational Factors (personal situation, no time/resources) Stress ©McGraw-Hill Education. Power and Influence in the Workplace Chapter 10  This Chapter What is power? What is influence? What are the sources of power in organizations? What are the contingencies of power? Social Networks to gain power What are the common influencing tactics? Organizational Politics  The Meaning of Power The capacity of a person, team, or organization to influence others (ideas, plans, outcomes). Dependence in the Power Relationship Person B’s Person A is countervailing Person A perceived as power over (powerholder) controlling resources Person A that help or hinder Person B’s goal achievement. Person B’s Person B Goal Person A’s power over Person B Power / Dependency Analysis Assoc. Dean Students Medium High Role: Student Business Low Parents Low Professor Other Faculty Low Dean Model of Power in Organizations Sources Power of Power over others Legitimate Contingencies of Power Reward Coercive Substitutability Expert Referent Centrality Discretion Visibility Sources of Power: (from your role | from you) Legitimate: people in certain roles can affect behavior (manager employee, info control) Reward: control allocation of rewards, removal of sanctions Coercive: ability to apply punishment (firing, bullying) Expert: influence via possessing knowledge or skill Referent (charisma): others identify with or like you  Some Problems with Power Zone of Indifference Domain of behaviours that power holder can ask of others Many factors affect the size of the zone Deference to Power Most common with referent power Human tendency to mindlessly follow the guidance of people who are charismatic and/or claim to have legitimate or expert power  Contingencies of Power Substitutability: availability of alternatives Centrality: how many can you influence? Visibility: you have a valuable resource or your role is seen as important by those with authority Discretion: freedom to exercise judgment with no rule to follow or permission needed  Consequences of Power Empowerment (some power) tends to increase: – Motivation – Job satisfaction – Organizational commitment – Job performance People who feel (too) powerful: – Have difficulty empathizing (prone to narcissism) – Are more likely to rely on stereotyping others – Have less accurate perceptions of self and others Power through Social Networks Social Networks – Formal (connect through interdependence) – Informal (connect through interests) – People join them to fulfill drive to bond or to acquire resources or support Power through Social Networks Social Capital: – Knowledge, opportunities and resources shared through social networks – Aided by mutual support, trust, reciprocity Networks offer power: – Information (expert power) – Visibility – Referent power  Influencing Others Influence is any behaviour that attempts to alter someone’s attitudes or behaviour Applies one or more power bases Essential activity in organizations – Everyone engages in influence – Influencing ability is a part of common leadership definition  Types of Influence Tactics Silent Power holder’s request or mere presence Authority influences behaviour Based on legitimate power (subtle) Actively applying legitimate and coercive Assertiveness power (“vocal authority”) Reminding, confronting, checking, threatening  Types of Influence (cont’d) Information Manipulating others’ access to information Control Withholding, filtering, re-arranging information Coalition Group forms to gain more power than individuals alone Formation 1. Pools resources/power 2. Legitimizes the issue 3. Power through social identity  Types of Influence (cont’d) Upward Appealing to higher authority Appeal Includes appealing to firm’s goals Alliance or perceived alliance with higher status person Logic, facts, emotional appeals to convince Persuasion people of the value of a request  Types of Influence (cont’d) Impression Actively shaping or public image Management Self-presentation Ingratiation Exchange Promising or reminding of past benefits in exchange for compliance Negotiation, reciprocity, networking Consequences of Influence Hard Influence Soft Influence Tactics Tactics Silent authority Persuasion Upward appeal Impression mgt Coalition formation Exchange Information control Assertiveness Resistance Compliance Commitment  Discussion Question You are six months into your new role with a new company. You are interested in knowing how you are performing. You ask your manager for an interim performance review and they tell you they are too busy and you’ll get your review at the end of the year. How might you influence your manager to give you performance feedback?  Organizational Politics Using influence tactics for personal gain at perceived expense of others and/or organization Can have negative consequences Often related to Dark Triad traits. Often driven by scarcity (resources, promotions, layoffs) Minimizing Organizational Politics 1. Provide sufficient resources 2. Clarify rules and processes for how resources will be allocated and shared 3. Manage change effectively 4. Punish or discourage political behaviour.  Upcoming…. Review Chapter 10 Next week: – Chapter 11: Conflict – Activity 3: In-Class Influence Activity (3%) Ad-hoc pairs Open book (Course / Chapter content only) Power and Influence in the Workplace Chapter 10 END