ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Micro-Organizational Behavior: Power, Politics, Conflict and Negotiation

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. 3 Themes Social Influence—attempts to affect another in a desired fashionSocial Influence—attempts to affect another in a desired fashion Power—the capacity to change the behavior or attitudes of others in a desired mannerPower—the capacity to change the behavior or attitudes of others in a desired manner Organizational politics—unauthorized uses of power that enhance or protect your own personal interests (usually at the expense of organizational goals).Organizational politics—unauthorized uses of power that enhance or protect your own personal interests (usually at the expense of organizational goals).

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. PersonalCharacteristics OrganizationalPosition POWER Successfulinfluence (had desired effect) Unsuccessfulinfluence (did not have desired effect) Motive: To satisfy personal interests Organizationalpolitics Motive: To satisfy organizational goals Legitimatebehavior Relationship Among Social Influence, Power, and Politics

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Influence Tactics Rational persuasion—based on logical argumentsRational persuasion—based on logical arguments Inspirational appeal—appeal to another’s values and idealsInspirational appeal—appeal to another’s values and ideals Consultation—request participation in decision- makingConsultation—request participation in decision- making Ingratiation—putting someone in a good mood and getting them to like youIngratiation—putting someone in a good mood and getting them to like you Exchange—promise benefits in exchange for complianceExchange—promise benefits in exchange for compliance

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Influence Tactics (cont.) Personal appeal—appeal to another’s feelings of loyalty or friendshipPersonal appeal—appeal to another’s feelings of loyalty or friendship Coalition-building—seeking or noting the support of othersCoalition-building—seeking or noting the support of others Legitimating—relating request to one’s authority and organizational policies and practicesLegitimating—relating request to one’s authority and organizational policies and practices Pressure—use of demands, threats, and intimidationPressure—use of demands, threats, and intimidation

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. When are these tactics used? Use depends on the organizational level of the person one is attempting to influenceUse depends on the organizational level of the person one is attempting to influence –Open, consultative tactics are believed to be more appropriate than coercive tactics –Less socially desirable tactics are used infrequently

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Bases of Power Two main categories of powerTwo main categories of power –Position power—based on one’s formal position in an organization –Personal power—derived from a person’s individual qualities or characteristics Position Power Legitimate power Reward power Coercive power Information power Personal Power Rational persuasion Referent power Expert power Charisma Individual Power

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Legitimate Power The power to control and use organizational resources to accomplish organizational goals. Others recognize and accept your authority.The power to control and use organizational resources to accomplish organizational goals. Others recognize and accept your authority.

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Reward Power The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates.The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates.

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Coercive Power The power to give or withhold punishment.The power to give or withhold punishment.

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Information Power The power that stems from access to and control over information.The power that stems from access to and control over information.

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Rational Persuasion Ability to mount logical arguments and factual evidence to convince others an idea is acceptable (among the most popular)Ability to mount logical arguments and factual evidence to convince others an idea is acceptable (among the most popular)

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Expert Power Informal power that stems from superior ability, knowledge or expertise. (Extremely “powerful” form of power.Informal power that stems from superior ability, knowledge or expertise. (Extremely “powerful” form of power.

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Referent Power Informal power that stems from being liked, admired, and respected.Informal power that stems from being liked, admired, and respected.

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Charismatic Power An intense form of referent power that stems from an individual’s personality or physical or other abilities, which induce others to believe in and follow that person.An intense form of referent power that stems from an individual’s personality or physical or other abilities, which induce others to believe in and follow that person. –Vision –Inspire trust –Excellent communicators

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Sources of Functional and Divisional Power Ability to control uncertain contingenciesAbility to control uncertain contingencies IrreplaceabilityIrreplaceability CentralityCentrality Ability to control and generate resourcesAbility to control and generate resources

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Sources of Functional and Divisional Power

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Political Tactics for Increasing Individual Power Tapping the sources of functional and divisional powerTapping the sources of functional and divisional power Recognizing who has powerRecognizing who has power Controlling the agendaControlling the agenda Bringing in an outside expertBringing in an outside expert Building coalitions and alliancesBuilding coalitions and alliances

ILRCornellILRCornell Copyright 1999 by Brent Smith, Ph.D. Political Tactics for Increasing Individual Power