Influence, Power, and Politics: An Organizational Survival Kit Chapter Thirteen Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e

13-3 After reading the material in this chapter, you should be able to: Name five “soft” and four “hard” influence tactics and summarize Cialdini’s principles of influence and persuasion. Identify and briefly describe French and Raven’s five bases of power. Define the term empowerment and explain how to make it succeed

13-4 After reading the material in this chapter, you should be able to: 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.

13-5 Nine Generic Influence Tactics 1.Rational persuasion 2.Inspirational appeals 3.Consultation 4.Ingratiation 5.Personal appeals 6.Exchange 7.Coalition tactics 8.Pressure 9.Legitimating tactics

13-6 Three Influence Outcomes 1.Commitment – substantial agreement followed by initiative and persistence in pursuit of common goals 2.Compliance – reluctant agreement requiring subsequent prodding to satisfy minimum requirements 3.Resistance – stalling, unproductive arguing, or outright rejection

13-7 Practical Research Insights Commitment is more likely when people rely on strong rational persuasion and do not rely on pressure and coalition tactics Ingratiation (making the boss feel good) can slightly improve your performance appraisal results

13-8 Practical Research Insights Commitment is more likely when the influence attempt involves something important and enjoyable Credible people tend to be the most persuasive Unfair influence tactics were associated with greater resistance among employees

13-9 How to Do a Better Job of Influencing and Persuading Others 1.Liking – people tend to like those who like them 2.Reciprocity – belief that both good and bad deeds should be repaid in kind is virtually universal 3.Social proof – people tend to follow the lead of those most like themselves

13-10 How to Do a Better Job of Influencing and Persuading Others 4.Consistency – people tend to do what they are personally committed to 5.Authority – people tend to defer to and respect credible experts 6.Scarcity – people want items, information, and opportunities that have limited availability

13-11 Social Power Social power – ability to marshal the human, informational, and material resources to get something done

13-12 Question? Which type of power obtains compliance through formal authority? A.Reward B.Coercive C.Legitimate D.Referent

13-13 Five Bases of Power Reward power - obtaining compliance with promised or actual rewards. Coercive power - obtaining compliance through threatened or actual punishment. Legitimate power - obtaining compliance through formal authority.

13-14 Five Bases of Power Expert power - obtaining compliance through one’s knowledge or information. Referent power - obtaining compliance through charisma or personal attraction. Read an article on organizational power

13-15 Practical Lessons from Research Expert and referent power had a generally positive effect Reward and legitimate power had a slightly positive effect Coercive power had a slightly negative effect

13-16 Randolph’s Empowerment Model Figure 13-1

13-17 Domain of Organizational Politics Organizational politics – intentional acts of influence to enhance the self-interests of individuals or groups

13-18 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

13-19 Levels of Political Action in Organizations Figure 13-2

13-20 Question? What is a temporary groupings of people who actively pursue a single issue? A.Alliance B.Coalition C.Association D.Federation

13-21 Levels of Political Action Coalition – temporary groupings of people who actively pursue a single issue

13-22 Political Tactics Attacking or blaming others Using information as a political tool Creating a favorable image Developing a base of support Praising others Forming power coalitions with strong allies Associating with influential people Creating obligations

13-23 Impression Management Impression management – process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas

13-24 Favorable Impression Management Job-focused – manipulating information about one’s performance Supervisor-focused – praising and doing favors for one’s supervisor Self-focused – presenting oneself as a polite and nice person

13-25 Bad Impressions Four motives for intentionally looking bad at work: Avoidance Obtain concrete rewards Exit Power

13-26 Bad Impressions Five unfavorable upward impression management tactics: Decreasing performance Not working to potential Withdrawing Displaying a bad attitude Broadcasting limitations

13-27 How to Keep Organizational Politics within Reasonable Bounds Screen out overly political individuals at hiring time. Create an open-book management system. Make sure every employee knows how the business works and has a personal line of sight to key results with corresponding measurable objectives for individual accountability. Have non-financial people interpret periodic financial and accounting statements for all employees.

13-28 How to Keep Organizational Politics within Reasonable Bounds Establish formal conflict resolution and grievance processes. As an ethics filter, do only what you feel comfortable doing on national television. Publicly recognize and reward people who get real results without political games.

13-29 Video: Bully Broads Watch Shellee Smith of NBC News report on the “Bully Broads” program for overaggressive women in Silicon Valley. (5:15)