Chapter 13 – Influence, Power & Politics BA 352 Kinicki & Kreitner Revised 11/09/04

Chapter 13 – Key concepts Power, authority and compliance Bases of Power (French and Raven, 1958) Developing power Managing your boss Empowerment Organizational Politics

Power The capacity to influence behavior, to get someone to something you want The ability to make things happen the way you want Dependency Choice

Authority The right (and power) to command, enforce, seek compliance, obedience or make specific types of decisions Example: a manager has the authority to grant pay raises to his/her employees

Bases of Power (formal) Legitimate Formal authority, sanctioned by organization Belief in manager- subordinate relationship Transferable from one person to another Reward Use extrinsic rewards Coercive Deny desired rewards or administer punishment

Bases of Power (personal) Expert power knowledge, experience, or judgment Access to or control over information Referent (charismatic) power A person wants to identify with the power holder Based on interpersonal style and personality Based on French and Raven, 1958

Outcomes: influence and power Why do people respond to requests or orders at work? Milgram experiments People have strong tendencies to follow the instructions of the boss Direct defiance within organizations is rare

Obedience and Acceptance of Authority Barnard’s Zone of Indifference, a psychological contract Work religious holidays File illegal reports Type and file Work overtime Perform auditing Tasks Work 40 hrs /week Power Legitimate Authority Do tax work

Before exercising power Who do we want to influence? Are the behaviors within our range? Is our weight enough to bring about change? What are alternatives? Choice depends on target, situation

“Soft” influence tactics Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals

“Hard” influence tactics Exchange Coalition tactics Pressure Legitimating tactics

How to issue a directive Assume that employee has choice to follow or ignore Employee must: understand the directive. feel mentally and physically capable of carrying out the directive. believe that the directive is consistent with the organization’s goals. believe that the directive is consistent with his or her personal interests.

Influence Outcomes - + Commitment Compliance Resistance Enthusiastic agreement, show initiative and persistence Compliance Grudgingly go along; need prodding Resistance Say no, make excuses, stall, put up an argument - +

Managing your Boss Realize that it is your duty (and in your self- interest) to make the boss as effective and achieving as possible. Make sure you understand your boss and his/her context Goals and objectives Pressures Strengths, weaknesses, blind spots Preferred work style Never underrate your boss

Managing your boss Assess yourself and your needs: Strengths Weaknesses Personal style Predisposition toward dependence on/resistance to authority figures

Managing your boss… Develop and maintain a relationship that… Fits both your needs and styles Is characterized by mutual expectations Keeps your boss informed (no surprises) Is based on dependability and honesty Selectively uses your boss’s time and resources Is based on trust Thanks to Peter Drucker and Tom Dowling

The Management of Empowerment Empowerment - the process through which managers help others acquire and use the power needed to make decisions that affect them power = ability to get things done

Critical Questions How do participants view power? How will rewards and sanctions be allocated? Who will have decision-making authority? What resources, tools, training are necessary? What roles must be redefined? Will managers support the changes?

Empowerment model Share information Create autonomy through structure Let teams become the hierarchy From W. Allen Randolph, in Kinicki and Kreitner, p. 270

Organizational Politics “Intentional acts of influence to enhance or protect the self-interest of individuals or groups” Cited in Kinicki and Kreitner, pg. 271

Causes Unclear objectives Vague performance measures Ill-defined decision processes Strong individual or group competition Any type of change

Tips… Reduce system uncertainty Reduce competition Break existing political fiefdoms Base promotions on an apolitical attitude that puts organizational ends ahead of personal ends. Adapted from D.R. Beeman, TW. Sharkey, Business Horizons, in Kinicki and Kreitner, p. 276.