Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©2001 by Prentice-Hall, Inc. mgt4310

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 2 ©20 01 by Prentice Hall, Inc. Power and Influence POWER—the capacity to influence the behavior of others INFLUENCE—the process by which people successfully persuade others to follow their advice, suggestions, or orders

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 3 ©20 01 by Prentice Hall, Inc. Sources of Power Personal Sources –Expertise –Effort –Relationships –Coercive and reward power –Referent (charismatic) power

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 4 ©20 01 by Prentice Hall, Inc. Sources of Power Situational sources –Control over resources –Control over criticality –Control over uncertainty Strategic contingency power

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 5 ©20 01 by Prentice Hall, Inc. Influencing Tactics TypeTool Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Legitimating tactics Pressure Logical arguments and facts Target’s values, ideals, and aspirations Inclusion of target in planning Praise, flattery, friendly, helpful behavior Target’s loyalty and friendship Reciprocated favors Seek aids of others Claim authority or right, point to policy, tradition Demands, threats, frequent checking

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 6 ©20 01 by Prentice Hall, Inc. Gender and Power Women believe hard work will lead to advancement Men believe politics and connections will lead to advancement –Evidence suggests political skill is rewarded

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 7 ©20 01 by Prentice Hall, Inc. Gender and Power Research results are not consistent with regard to gender differences related to power. Some results with regard to women: –less assertive with superiors –more likely to use rational based strategies –more likely to use consensus –more likely to use power for altruistic purposes –more likely to see power as a resource rather than an end in itself

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 8 ©20 01 by Prentice Hall, Inc. Four Ways Not to Persuade Force an initial up-front hard sell. Resist compromise Believe that the secret of persuasion lies in presenting great arguments. Assume persuasion is a one-shot effort.

Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 9 ©20 01 by Prentice Hall, Inc. Gather relevant facts Marshal support Time the presentation Repackage, persist, and repeat Four Actions to Persuade