© 2003 mcgraw-hill ryerson ltd. power and politics chapter ten
TRANSCRIPT
© 2003 McGraw-Hill Ryerson Ltd.
Power and PoliticsPower and Politics
Chapter Ten
© 2003 McGraw-Hill Ryerson Ltd.
Influencing OthersInfluencing Others•Nine Generic Influences
•Three Influence Outcomes
•Practical Research Insights
•Strategic Alliances and Reciprocity
Social Power and EmpowermentSocial Power and Empowerment•Dimensions of Power
•Practical Lessons from Research
•Employee Empowerment
•Making Empowerment Work
Chapter Ten OutlineChapter Ten Outline
© 2003 McGraw-Hill Ryerson Ltd.
Organizational Politics and Organizational Politics and Impression ManagementImpression Management• Definition and Domain of
Organizational Politics• Impression Management• Keeping Organizational Politics in
Check
Chapter Ten OutlineChapter Ten Outline (cont’d)(cont’d)
© 2003 McGraw-Hill Ryerson Ltd.
Rational persuasionRational persuasion. Trying to convince someone with reason, logic, or facts.
Inspirational appeals.Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.
Consultation.Consultation. Getting others to participate in planning, making decisions, and changes.
IngratiationIngratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery.
Personal appealsPersonal appeals. Referring to friendship and loyalty when making a request.
Nine Generic Influence TacticsNine Generic Influence Tactics
© 2003 McGraw-Hill Ryerson Ltd.
Exchange.Exchange. Making express or implied promises and trading favors.
Coalition tacticsCoalition tactics. Getting others to support your effort to persuade someone.
PressurePressure. Demanding compliance or using intimidation or threats.
Legitimating tactics.Legitimating tactics. Basing a request on one’s authority or right, organizational rules or policies, or express or implied support from superiors.
Nine Generic Influence Tactics Nine Generic Influence Tactics (cont’d)(cont’d)
© 2003 McGraw-Hill Ryerson Ltd.
Commitment Commitment enthusiastic agreement; initiative and
persistence
ComplianceCompliance grudgingly complies; needs prodding
ResistanceResistance says ‘no’; makes excuses, stalls, argues
Three Influence OutcomesThree Influence Outcomes
© 2003 McGraw-Hill Ryerson Ltd.
Mutual respect. Openness. Trust. Mutual benefit.
How to Turn Coworkers into How to Turn Coworkers into Strategic AlliesStrategic Allies
© 2003 McGraw-Hill Ryerson Ltd.
• Social PowerSocial Power• Ability to get things done with human,
informational and material resources• Socialized PowerSocialized Power
• Directed at helping others• Personalized PowerPersonalized Power
• Directed at helping oneself
Two Types of Social PowerTwo Types of Social Power
© 2003 McGraw-Hill Ryerson Ltd.
• Reward power:Reward power: Promising or granting rewards.
• Coercive power:Coercive power: Threats or actual punishment.
• Legitimate power:Legitimate power: Based on position or formal authority.
• Expert power: Expert power: Sharing of knowledge or information.
• Referent power:Referent power: Power of one’s personality (charisma).
Five Bases of PowerFive Bases of Power
© 2003 McGraw-Hill Ryerson Ltd.
• Sharing various degrees of power with lower-level employees to better serve the customer
Employee EmpowermentEmployee Empowerment
Deg
ree o
f Em
pow
erm
en
t
Domination Consultation Participation Delegation
AuthoritarianPower
InfluenceSharing
PowerSharing
PowerDistribution
© 2003 McGraw-Hill Ryerson Ltd.
The Empowerment Plan
Create AutonomyThrough Structure
Let Teams BecomeThe Hierarchy
Remember: Empowerment is not magic;it consists of a few simple steps and
a lot of persistence.
Share Information
Randolph’s Empowerment Randolph’s Empowerment ModelModel
© 2003 McGraw-Hill Ryerson Ltd.
Political Tactics:Political Tactics: Attacking or blaming others. Using information as a political tool Creating a favourable image. Developing a base of support. Praising others (ingratiation). Forming power coalitions with strong allies. Associating with influential people. Creating obligations (reciprocity).
Organizational politics involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.
Organizational PoliticsOrganizational Politics
© 2003 McGraw-Hill Ryerson Ltd.
Impression managementImpression management is the process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas.
Three categories of impression Three categories of impression management tactics:management tactics:
1. Job-focused: manipulating information about one’s performance
2. Supervisor-focused: praising and doing favours for one’s supervisor
3. Self-focused: presenting oneself as a polite and nice person
Impression ManagementImpression Management
© 2003 McGraw-Hill Ryerson Ltd.
Distinguishing Distinguishing CharacteristicsCharacteristics
CooperativeCooperative pursuit of generalgeneral self-interestsCooperativeCooperative pursuit of groupgroup interests in specificspecific issues
IndividualIndividual pursuit of generalgeneral self-interests
Network
Level
Coalition
Level
Individual
Level
Levels of Political Action in Levels of Political Action in OrganizationsOrganizations
© 2003 McGraw-Hill Ryerson Ltd.
Reduce System Uncertainty Reduce Competition Break Existing Political Fiefdoms Prevent Future Fiefdoms
Practical Tips for Managing Practical Tips for Managing Organizational PoliticsOrganizational Politics