Organizational Behavior 16강, 17강 Communicating in the Internet Age (Chapter 12) & Influence Power, and Politics An Organizational Survival Kit (Chapter 13)

상호교류분석(Transactional Analysis) E. Berne (1970) 공존, 소유하는 세가지 상태 Child: 복종/순종, 반항 Adult: 이성, 지기통제력,엄격, 올바름, 인간관계의 핵 Parents: 보호, 감독, 규칙/제도를 지키도록 강요 의사소통의 효율성 상대편의 세가지 상태 중 정확하게 선택한 후 발언 단순교류 교차교류 복합교류 P P P P P P A A A A A A C C C C C C

Contents of the Chapter 들어가기 전에… Contents of the Chapter Influencing Others Social Power and Empowerment Organizational Politics and Impression Management Compare the Definition Influence, Power, Authority, Politics, Leadership

Chapter Thirteen Outline Influencing Others Nine Generic Influences Three Influence Outcomes Practical Research Insights Strategic Alliances and Reciprocity Social Power and Empowerment Five Bases of Power Practical Lessons from Research Employee Empowerment Making Empowerment Work Organizational Politics and Impression Management Definition and Domain of Organizational Politics Impression Management Keeping Organizational Politics in Check

Learning Objectives Name five “soft” and four “hard” influence tactics and summarize the practical lessons from influence research. Identify and briefly describe French and Raven’s five bases of power. Define the term empowerment and explain how to make it succeed. Define organizational politics and explain what triggers it, and specify the three levels of political action in organizations. Distinguish between favorable and unfavorable impression management tactics. Explain how to manage organizational politics.

Nine Generic Influence Tactics Influencing Others Nine Generic Influence Tactics Soft Friendlier Rational persuasion. Inspirational appeals. Consultation. Ingratiation. Personal appeals. Exchange Coalition tactics Pressure Legitimating tactics Hard Coercive

Social Power and Empowerment Five Bases of Power Reward power: Promising or granting rewards. Coercive power: Threats or actual punishment. Legitimate power: Based on position or formal authority. Expert power: Sharing of knowledge or information. Referent power: Power of one’s personality (charisma).

How Much Power Do You Have? Hands-on Exercise How Much Power Do You Have? Are you surprised by your “power profile,” as indicated by this instrument? Explain. Is it possible to get a realistic and valid assessment of one’s power with a self-report instrument such as this? Are selective perception and self-serving bias problems? Explain. Which source of power works best in today’s workplaces? Which is the worst? Explain. Why do leaders with great referent power (charisma) tend to come to a bad end (e.g. Joan of Arc, John F. Kennedy, and Martin Luther King, Jr.). Charisma, anyone? As a manager, what can and should you do to use your power responsibly and ethically?

Randolph’s Empowerment Model Making Empowerment Work Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer. Randolph’s Empowerment Model The Empowerment Plan Share Information Create Autonomy Through Structure Let Teams Become The Hierarchy Remember: Empowerment is not magic; it consists of a few simple steps and a lot of persistence.

Organizational Politics and Impression Management Organizational politics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.” Political behavior Triggered by Uncertainty - 5 common sources of uncertainty 1. Unclear objectives 2. Vague performance measures 3. Ill-defined decision processes 4. Strong individual or group competition 5. Any type of change Levels of Political Actions in Organizations Cooperative pursuit of general self-interests Cooperative pursuit of group interests in specific issues Individual pursuit of general self-interests Network Level Coalition Level Individual Level

Political Tactics: Attacking or blaming others. Using information as a political tool Creating a favorable image. Developing a base of support. Praising others (ingratiation). Forming power coalitions with strong allies. Associating with influential people. Creating obligations (reciprocity).

Impression Management Impression Management: getting others to see us in a certain manner. Four motives for intentionally looking bad at work: Avoidance Obtain concrete rewards Exit Power Five unfavorable upward impression management tactics: Decreasing performance Not working to potential Withdrawing Displaying a bad attitude Broadcasting limitations

What do we need to know about power. “Managing with Power by Jeffrey Peffer (1995)” What do we need to know about power. Under what conditions is power used in decision making. How do we diagnose points of view on issues. Where does power come from : why do some have more than others. – how do we get more How does power get employed? What are the strategies and tactics for its use. What are the effects of power on organizational innovation and change?

Our ambivalence about power “Managing with Power by Jeffrey Peffer (1995)” Our ambivalence about power Statement % of expressing moderate or story agreement a. The existence of workplace politics is common to most organizations. (93.2%) b. politics help organizations function effectively. (42.1%) c. Top management should try to get rid of politics in the organization. (48.6%)

Perspectives on Decisions “Managing with Power by Jeffrey Peffer (1995)” Perspectives on Decisions A decision , by itself, change nothing At the time a decision is made, no one knows if it is correct or not For most decisions, we spend more time with the consequences of the decision than we do making it. Therefore, it is fair to say that effective managers and leaders are those who are successful in managing the consequences of choice.

Differences in point of view Importance of the issue “Managing with Power by Jeffrey Peffer (1995)” When is power used? Interdependence Resource scarcity Differences in point of view Importance of the issue

Managing: a power and influence Perspective “Managing with Power by Jeffrey Peffer (1995)” Managing: a power and influence Perspective Determine What you are trying to accomplish; what your goals are Assess who the other major relevant actors are; diagnose the pattern of dependence and interdependence Determine the points of view or positions on issues of these people Assess what their power bases are Determine what sources of power you have, and what power bases you can develop Review possible influence strategies and the costs and benefits of each

Diagnosing points of view on decisions “Managing with Power by Jeffrey Peffer (1995)” Diagnosing points of view on decisions Education Personal background Previous work experience Current job role of position Reward system

Source of power: where power comes from “Managing with Power by Jeffrey Peffer (1995)” Source of power: where power comes from Control over resources Budgets Facilities Things people want and need Allies Location in the communication network Physical location Task-related interdependence and interaction Formal authority Reputation for having power Performance the ability to get things done Being in a powerful unit Unity Ability to cope with critical problems Being irreplaceable Individual attributes

Individual attributes that are sources of power “Managing with Power by Jeffrey Peffer (1995)” Individual attributes that are sources of power Energy and physical stamina Focus Sensitivity to others Flexibility Ability to tolerate conflict Submerging one’s ego and getting along

Political Strategies and tactics “Managing with Power by Jeffrey Peffer (1995)” Political Strategies and tactics Timing: First mover, Delay, Waiting, Deadlines, Order of consideration, Propitious moments(호의적인) Information and analysis The outside expert Organizational design and redesign Divide and conquer Expansion of one’s domain Task forces, committees, and cooptation Language, symbols, ceremonies, and settings – the use of emotions Framing: how we look at things affects how they look Contrast Commitment Scarcity Interpersonal influence Social proof Linking & Ingratiation(영합)

Key Terms 4 Availability heuristic Brainstorming Delphi Technique Escalation of commitment Judgmental heuristics Nominal group technique Representativeness heuristic Cross—functionalism Group cohesiveness Groupthink Self-managed teams Social loafing Virtual team Added-value negotiation alternative dispute resolution Devil’s advocacy Dialectic method Empowerment Expert power Impression management Legitimate power Organizational politics Referent power Reward power Social power Leadership prototype Servant-leadership Transactional leadership Transformational leadership Level 5 Leadership