© 2003 McGraw-Hill Ryerson Ltd. Power and Politics Chapter Ten

© 2003 McGraw-Hill Ryerson Ltd. Influencing Others Nine Generic Influences Three Influence Outcomes Practical Research Insights Strategic Alliances and Reciprocity Social Power and Empowerment Dimensions of Power Practical Lessons from Research Employee Empowerment Making Empowerment Work Chapter Ten Outline

© 2003 McGraw-Hill Ryerson Ltd. Organizational Politics and Impression Management Definition and Domain of Organizational Politics Impression Management Keeping Organizational Politics in Check Chapter Ten Outline (cont’d)

© 2003 McGraw-Hill Ryerson Ltd.  Rational persuasion  Rational persuasion. Trying to convince someone with reason, logic, or facts.  Inspirational appeals.  Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.  Consultation.  Consultation. Getting others to participate in planning, making decisions, and changes.  Ingratiation  Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery.  Personal appeals  Personal appeals. Referring to friendship and loyalty when making a request. Nine Generic Influence Tactics

© 2003 McGraw-Hill Ryerson Ltd.  Exchange.  Exchange. Making express or implied promises and trading favors.  Coalition tactics  Coalition tactics. Getting others to support your effort to persuade someone.  Pressure  Pressure. Demanding compliance or using intimidation or threats.  Legitimating tactics.  Legitimating tactics. Basing a request on one’s authority or right, organizational rules or policies, or express or implied support from superiors. Nine Generic Influence Tactics (cont’d)

© 2003 McGraw-Hill Ryerson Ltd. Commitment  enthusiastic agreement; initiative and persistenceCompliance  grudgingly complies; needs proddingResistance  says ‘no’; makes excuses, stalls, argues Three Influence Outcomes

© 2003 McGraw-Hill Ryerson Ltd.  Mutual respect.  Openness.  Trust.  Mutual benefit. How to Turn Coworkers into Strategic Allies

© 2003 McGraw-Hill Ryerson Ltd. Social Power Social Power Ability to get things done with human, informational and material resources Socialized Power Socialized Power Directed at helping others Personalized Power Personalized Power Directed at helping oneself Two Types of Social Power

© 2003 McGraw-Hill Ryerson Ltd. Reward power: Reward power: Promising or granting rewards. Coercive power: Coercive power: Threats or actual punishment. Legitimate power: Legitimate power: Based on position or formal authority. Expert power: Expert power: Sharing of knowledge or information. Referent power: Referent power: Power of one’s personality (charisma). Five Bases of Power

© 2003 McGraw-Hill Ryerson Ltd. Sharing various degrees of power with lower- level employees to better serve the customer Employee Empowerment Degree of Empowerment DominationConsultationParticipationDelegation Authoritarian Power Influence Sharing Power Sharing Power Distribution

© 2003 McGraw-Hill Ryerson Ltd. The Empowerment Plan 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. Share Information Randolph’s Empowerment Model

© 2003 McGraw-Hill Ryerson Ltd. Political Tactics:  Attacking or blaming others.  Using information as a political tool  Creating a favourable image.  Developing a base of support.  Praising others (ingratiation).  Forming power coalitions with strong allies.  Associating with influential people.  Creating obligations (reciprocity). Organizational politics involves intentional acts of influence to enhance or protect the self-interest of individuals or groups. Organizational Politics

© 2003 McGraw-Hill Ryerson Ltd. Impression management Impression management is the process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas. Three categories of impression management tactics: 1.Job-focused: manipulating information about one’s performance 2.Supervisor-focused: praising and doing favours for one’s supervisor 3.Self-focused: presenting oneself as a polite and nice person Impression Management

© 2003 McGraw-Hill Ryerson Ltd. Distinguishing Characteristics Cooperative general Cooperative pursuit of general self-interests Cooperative group specific Cooperative pursuit of group interests in specific issues Individual general Individual pursuit of general self- interests Network Level Coalition Level Individual Level Levels of Political Action in Organizations

© 2003 McGraw-Hill Ryerson Ltd. Reduce System Uncertainty Reduce Competition Break Existing Political Fiefdoms Prevent Future Fiefdoms Practical Tips for Managing Organizational Politics