© 2012 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Influence, Power, and Politics: An Organizational Survival Kit Chapter Thirteen
13-2 After reading the material in this chapter, you should be able to: LO13.1 Name five “soft” and four “hard” influence tactics and summarize Cialdini’s principles of influence and persuasion. LO13.2 Identify and briefly describe French and Raven’s five bases of power. LO13.3 Define the term empowerment and explain how to make it succeed
13-3 After reading the material in this chapter, you should be able to: LO13.4 Define organizational politics and explain what triggers it, and specify the three levels of political action in organizations. LO13.5 Distinguish between favorable and unfavorable impression management tactics. LO13.6 Explain how to manage organizational politics.
13-4 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
13-5 Three Influence Outcomes 3.Resistance stalling, unproductive arguing, or outright rejection
13-6 Five Bases of Power Reward power obtaining compliance by promising or granting rewards. Coercive power obtaining compliance through threatened or actual punishment. Legitimate power obtaining compliance through formal authority.
13-7 Five Bases of Power Expert power obtaining compliance through one’s knowledge or information. Referent power obtaining compliance through charisma or personal attraction.
13-8 The Evolution of Power
13-9 Participative Management Participative management process whereby employees play a direct role in setting goals, making decisions, solving problems, and making changes in the organization
13-10 Domain of Organizational Politics Organizational politics intentional acts of influence to enhance or protect the self-interests of individuals or groups
13-11 Levels of Political Action in Organizations
13-12 Commonly Used Political Tactics
13-13 Impression Management Impression management any attempt to control or manipulate the images related to a person, organization, or ideas
13-14 Apologies form of trust repair where one acknowledges an offense and often offers to make amends. It is a widely held norm in the United States and other cultures (e.g., Japan) to apologize when one’s actions (or lack of action) cause harm to another, whether intentional or not.
13-15 Purposes for Leader Apologies and Their Desired Outcomes