Powerful Managers Can Intercede on behalf of someone in trouble Get a desirable placement for a subordinate Get approval beyond the budget Get fast access to top decision makers Get items on and off the agenda Acquire information about decisions

Power corrupts, and absolute power corrupts absolutely Insensitive, abrasive and intimidating Cold, aloof, and arrogant Overly ambitious, playing politics and always trying to move up Unable to delegate or build a team

Gaining Power Two basic factors determine: Personal attributes Position characteristics

Concept of Power Power - the ability to influence another person Influence - the process of affecting the thoughts, behavior, & feelings of another person Authority - the right to influence another person 2

Concept of Power Zone of Indifference - the range in which attempts to influence a person will be perceived as legitimate & will be acted on without a great deal of thought Managers strive to expand the zone of indifference Zone of Indifference 3

Sources of Organizational Power: Interpersonal 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! Strong relationship to performance & satisfaction Transfers vital skills, abilities, & knowledge within the organization Employees internalize what they observe & learn from managers they consider “expert” 5

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 Social Power used for personal gain used to create motivation used to accomplish group goals 7

Successful Power Users Have high need for social power; low need for affiliation Have these power-oriented characteristics belief in the authority system belief in justice preference for work & discipline altruism 8

Sources of Organizational Power: Intergroup Control of critical resources Control of strategic contingencies - activities that other groups need to complete their tasks Ways groups hold power over other groups Ability to reduce uncertainty High centrality - functionality central to organization’s success Nonsubstitutability - group’s activities are difficult to replace 9

Etzioni’s Power Analysis Type of Membership Type of Power Alienative Calculative Moral Normative Utilitarian Coercive Amitai Etzioni, Modern Organizations, 1964, pp..... 59-61. Englewood Cliffs: Prentice Hall. 10

Kanter’s Symbols of Power Ability to intercede for someone in trouble Ability to get placements for favored employees Exceeding budget limitations Procuring above-average raises for employees Getting items on the agenda at meetings Access to early information Having top managers seek out their opinion 11

Kanter’s Symbols of Powerlessness First-line Supervisors overly close supervision inflexible adherence to rules do job rather than train Staff Professionals resistance to change turf protection Top Executives budget cuts punishing behaviors top-down communications Any Level Employees passivity, overdependence frustration, disruptiveness Key to overcoming powerlessness: share power & delegate decision making 12

Korda’s Power Symbols Power - there are more people who inconvenience themselves on your behalf than there are people on whose behalf you would inconvenience yourself Time Furnishings # on Stand-by 13

Political Behavior in Organizations 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 14

Effective Political Characteristics 15

Influence Tactics Consultation Upward Influence the boss Rational persuasion Inspirational appeals Ingratiation Upward appeals Coalition tactics Exchange tactics Pressure Upward Influence the boss Lateral Influence a coworker Downward Influence an employee 16

Managing Political Behavior Maintain open communication Clarify performance expectations Use participative management Encourage cooperation among work groups Manage scarce resources well Provide a supportive organizational climate 17

Managing Up: The Boss Make sure you understand your boss and his/her context including Goals and objectives Pressures Strengths, weaknesses, blind spots Preferred work style 18

Managing Up: The Boss Assess yourself and your needs, including Strengths, weaknesses, & blind spots Personal style Relation to authority figures 19

Managing Up: The Boss Develop and maintain a relationship that Fits both your needs and styles Is characterized by mutual expectations Keeps your boss informed Is based on dependability and honesty Selectively uses your boss’s time and resources Information on slides 18-20 adapted from Table 11.3 which was reprinted by permission of Harvard Business Review. From J. J. Gabarrow and J. P. Kotter, “Managing Your Boss,” Harvard Business Review (January-February 1980): 92-100. Copyright© 1980 by the President and Fellows of Harvard College. All rights reserved. 20

Sharing Power: Empowerment sharing power in such a way that individuals learn to believe in their ability to do the job! 21

Empowerment’s Dimensions Meaning - fit between the work role and the employee’s values and beliefs Competence - belief that one has the ability to do the job well E2 Self-determination - having control over the way one does one’s work Impact - belief that one’s job makes a difference within the organization 22

Guidelines for Empowering Express confidence in employees 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 Imple- mentation Follow-up Alternative Choice Alternative Evaluation Alternative Development Problem Identification Point D Mission Defining Point E Self-management Point C Participatory Empowerment Decision-Making Authority over Job Context Point A No Decision Point B Task Setting Problem Identification Alternative Evaluation Alternative Development Alternative Choice Imple- mentation Follow-up Decision-Making Authority over Job Content Amitai Etzioni, Modern Organizations, 1964, pp.... 59-61. Englewood Cliffs: Prentice Hall. 24

Using Power Effectively Use power in ethical ways Understand and use all of the various types of power and influence Seek out jobs that allow you to develop your power skills Use power tempered by maturity and self-control Accept that influencing people is an important part of the management job 25

Neutralizing Influence Attempts Protecting against the undesirable attempts of others to influence us Feelings of lack of power are just as harmful to personal performance as flagrant, excessive use of power.

Neutralizing Retribution Strategies Use countervailing power to shift dependence to interdependence Confront the exploiting individual directly Actively resist

Neutralizing Reciprocity Strategies Examine the intent of any gift or favor Confront individuals who are using manipulative bargaining strategies Refuse to bargain with individuals who use high pressure tactics

Neutralizing Reason Strategies Explain the effects of compliance on performance Defend your personal rights Firmly refuse to comply

Issue Selling Congruence Credibility Communication Compatibility Solvability Payoff Expertise Responsibility Presentation Bundling Coalitions Visibility

Benefiting the Boss Problem solving Understanding Diagnosing Self-awareness Communicating Trustworthiness Protecting Listening Timeliness Creativity