The Concept of Power Power – the ability to influence another person Influence – the process of affecting the thoughts, behavior, and feelings of another person Authority – the right to influence another person 2

Zone of Indifference the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought 3

Interpersonal Forms of Power Reward Power – agent’s ability to control the rewards that the target wants Coercive Power – agent’s ability to cause an unpleasant experience for a target Legitimate Power – agent and target agree that agent has influential rights, based on position and mutual agreement Referent Power – based on interpersonal attraction Expert Power – agent has knowledge target needs 4

Which Power Is Most Effective? Expert Power! Strongest relationship to performance & satisfaction Transfers vital skills, abilities, and knowledge within the organization Employees internalize what they observe & learn from managers they consider “experts” 5

Intergroup Sources of Power Control critical resources Control of strategic contingencies – activities that other groups need to complete their tasks Ability to cope with uncertainty High degree of centrality Nonsubstitutability 9

Intergroup Power Groups hold power over other groups when they… Reduce uncertainty Function is central to organization Activities are difficult to replace 9

Guidelines for Ethical Use of Power

Guidelines for Ethical Use of Power

Information Power access to and control over important information

Criteria for Using Power Ethically Does the behavior produce a good outcome for people both inside and outside the organization? Does the behavior respect the rights of all parties? Does the behavior treat all parties equitably and fairly? 6

Two Faces of Power Personal Power used for personal gain Social Power used to create motivation used to accomplish group goals 7

Successful Power Users belief in the authority system belief in justice preference for work and discipline altruism 8

Kanter’s Symbols of Power Intercede for someone in trouble Obtain placements for favored employees Exceed budget limitations Procure above-average raises for employees Place items on meeting agendas Access to early information Have top managers seek out their opinion Common Theme: Doing things for others 11

Kanter’s Symbols of Powerlessness Top Executives budget cuts punishing behaviors top-down communications Staff Professionals resistance to change turf protection Managers assign external attribution - blame others or environment First-line Supervisors overly close supervision inflexible adherence to rules do job rather than train Key to overcoming powerlessness: share power and delegate decision making 12

Korda’s Power Symbols Furnishings Time Access 13

Organizational Politics the use of power and influence in organizations

Political Behavior actions not officially sanctioned by an organization that are taken to influence others in order to meet one’s personal goals

Conditions Encouraging Political Activity Unclear goals Autocratic decision making Ambiguous lines of authority Scarce resources Uncertainty

Beyond the Book: Evaluate Your Political Potential Personal Characteristics of Effective Political Actors: Articulate Sensitive Socially adept Competent Popular Extraverted Self-confident Aggressive Ambitious Devious “Organization man or woman” Highly intelligent Logical 1. Which characteristics do you possess? Which do you need to work on? Ask a friend what characteristics you possess. 2. On the basis of the table, are you an effective political actor? Explain. 3. Can we assume that all of these characteristics are worth having? Evaluate Your Political Potential Examine the following list and answer the questions that follow it. Personal Characteristics of Effective Political Actors Personal Characteristic Behavioral Example Articulate • Must be able to clearly communicate ideas. Sensitive • Must be sensitive to other individuals, situations, and opportunities. Socially adept • Must understand the social norms of the organization and behave so as to be perceived by influential others as “fitting in well.” Competent • Must have the necessary skills and qualifications. Popular • Must be liked or admired by others in the organization. Extraverted • Must be interested in what happens outside of him or her. Self-confident • Must have confidence in his or her abilities. Aggressive • Must be self-assertive and forceful. Ambitious • Must be eager to attain success. Devious • Must be willing to use any tactic to get his or her way. “Organization man or woman” • Must emphasize the well-being of the organization. Highly intelligent • Must be able to use his or her knowledge to solve problems. Logical • Must be capable of reasoning. 1. Which characteristics do you possess? Which do you need to work on? Ask a friend what characteristics you possess. 2. On the basis of the table, are you an effective political actor? Explain. 3. Can we assume that all of these characteristics are worth having? SOURCE: Table from “Organizational Politics: Tactics and Characteristics of Its Actors” by R. N. Allen, D. L. Madison, L. W. Porter, P. A. Renwick, and B. T. Mayes. Copyright © 1979 by The Regents of the University of California. Reprinted from the California Management Review, Vol. 22, No. 1, Fall 1979, 77–83. By permission of The Regents.

Influence Tactics 16

Influence Tactics 16

Influence Tactics 16

Using Influence Tactics Develop and maintain open lines of communication in all directions Treat the targets of influence attempts with basic respect Understand that influence relationships are reciprocal Direct influence attempts towards organizational goals 17

Political Skill ability to get things done through positive interpersonal relationships outside the formal organization

Four Dimensions to Political Skill Interpersonal influence Social astuteness Networking ability Sincerity 16

Managing Political Behavior Recognize it Open communication Clarify performance expectations Participative management Encourage cooperation among work groups Manage scarce resources well Provide a supportive organizational climate 17

Managing Up: The Boss

Managing Up: The Boss 20

Empowerment creating conditions for heightened motivation through the development of a strong sense of personal self-efficacy 21

Four Dimensions of Empowerment Meaning Competence Self- determination Impact

Guidelines for Empowering Express confidence in employees and set high performance expectations Create opportunities for participative decision making Remove bureaucratic constraints that stifle autonomy Set inspirational and meaningful goals 23

Employee Empowerment Grid 24