Chapter 13 – Influence, Power & Politics

Slides:



Advertisements
Similar presentations
Module 4: Managing IS Organizations Topic 9. Managing the processes of organizational behavior.
Advertisements

Influence, Empowerment, & Politics
Influence, Power, and Politics (An Organizational Survival Kit)
Leadership Power and Influence
 According to Kurt Lewin “ The possibility of inducing forces of a certain magnitude on other persons”.  Power is to be treated as a capacity that A.
Leadership and Influence Processes
Human Resource Management Lecture-37. Summary of Lecture-36.
© 2013 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Influence, Empowerment, and Politics
Influence Tactics, Empowerment and Politics
Chapter 11 Power and Political Behavior
Power and Politics Chapter 10
Microsoft® PowerPoint Presentation to Accompany
Chapter 6 Power and Influence Matakuliah: A Kepemimpinan Tahun: 2008 / 2009.
What are power and influence? What are the key sources of power and influence? What is empowerment? What is organizational politics? Copyright © 2012.
Chapter 12 Power and Politics
CHAPTER 5 POWER AND INFLUENCE LOADING….
Leadership Power and Influence
Chapter 13 BOH4M Business Leadership
Chapter 12 Power and Influence in the Workplace
POWER AND POLITICS. POWER n n THE PERCEIVED ABILITY TO INFLUENCE BEHAVIOR, ATTITUDES, AND OUTCOMES.
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 11 Organizational Behavior: Foundations, Realities, & Challenges.
O r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n.
Prepared By: Mr. Hou Heng MN201 ORGANIZATIONAL BEHAVIOR CHAPTER 9 P OWER A ND I NFLUENCE I N T HE W ORKPLACE GROUP Lecturer: Mr. LONG BUNTENG.
Unit 3: Leading Nature of Leadership. What is the nature of leadership?  Leadership.  The process of inspiring others to work hard to accomplish important.
Influence, Power, and Politics in Organizations
© 2003 McGraw-Hill Ryerson Ltd. Power and Politics Chapter Ten.
Influence, Power, and Politics (An Organizational Survival Kit) Chapter Thirteen.
Influence, Power, and Politics (An Organizational Survival Kit) Chapter Thirteen.
Power and Political Behavior
Influence, Power, and Politics: An Organizational Survival Kit Chapter Thirteen Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
10-2 Power and Politics: How People Influence One Another Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational.
Organizational Behavior
Leadership & Sources of Power Are you a leader link?
B121 Chapter 13 Leadership, Management and Motivation.
Influence, Empowerment, and Politics
5 - 1 © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.
© 2012 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Influencing: Power, Politics, Networking, and Negotiation
Name five “soft” and four “hard” influence tactics and summarize the practical lessons from influence research. Identify and briefly describe French and.
Chapter 10 Power & Political Behavior Nelson & Quick
Chapter IV – Leading Objectives: What is Leadership?
Power involves the capacity of one party to influence another party, but this influence has been described and measured in several different ways. Influence.
Influence & Leadership. Define Power and Influence Power is the ability to bring about change in one’s psychological environment. Influence is the use.
Power & Politics Presented by. 2 Power Power: Power refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with.
CHAPTER 13: LEADING. Chapter 13 Study Questions Management Fundamentals - Chapter 13 2  What is the nature of leadership?  What are the important leadership.
12-1 Power and Politics Sias International University May 21, 2012 Chapter 14 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
Influence, Power & Politics: An Organizational Survival Kit Dann, Logan, Rachel, Zach & Lance TEAM OPUS INC.
Organizational Behavior (MGT-502) Lecture-24. Summary of Lecture-23.
2  Ability to get someone else to do something you want done or make things happen the way you want  Two sources of managerial power: › Position power.
M A N A G E M E N T M A N A G E M E N T 1 st E D I T I O N 1 st E D I T I O N Gulati | Mayo | Nohria Gulati | Mayo | Nohria Chapter 14 Chapter 14 P OWER.
GROUP MEMBERS Pervez yousuf C.H irfan majeed Sohaib querashi
Chapter 13 Power and Politics.
Organizational Behavior
Chapter 14 Essentials of Leadership
POWER AND INFLUENCE.
Organizational Behavior (MGT-502)
Power and Political Behavior
Chapter 10 Power and Politics
Power and Social Influence
Topic 6 Social Influence
Chapter 11 Power and Political Behavior
Institute of New Khmer And Motivation Prepared by: Nouv Brosh/ BBA.
Influence, Power, and Politics in Organizations
Power and Political Behavior
Power and Political Behavior
CHAPTER 14 Influence, Power, and Politics
Chapter 11 Organizational Behavior Nelson & Quick, 6th edition
CHAPTER 13 Influence, Power, and Politics
Organizational Behavior and Human Resource Management
Presentation transcript:

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.