Influencing: Power, Politics, Networking, and Negotiation Chapter 5 Influencing: Power, Politics, Networking, and Negotiation

Learning Objectives Understand the concept of influence Describe the various influence tactics Understand the two sources of power (position power and personal power) Understand the various types of power (legitimate, reward, coercive, referent, expert, information, and connection) Understand ways to increase one’s power Describe organizational politics

Learning Objectives Understand common organizational political behaviors including networking, reciprocity, and coalitions Understand the guidelines for developing political skills Explain the steps in the networking process. Describe negotiation, the negotiation process, and the steps in the negotiation process

Leadership and Influence Is the process of affecting others’ attitudes and behavior in order to achieve an objective Influence is required to: Gain power Play organizational politics Network Negotiate Get what you want

Influencing Tactics Influencing Tactics Rational persuasion Use this space for overall reminders or special tips linked to the slide or occasion. Simply select this text and replace it with your own reminders. Rational persuasion Inspirational appeal Pressure Consultation Influencing Tactics Legitimization Ingratiation Summary Heading. Text. Coalitions Personal appeal Exchange

Power Is the leader’s potential influence over followers There are two sources of power: Position power Personal power

Types of Power Legitimate power Is based on the user’s position power within the organization The use of legitimate power is appropriate when asking people to do something that is within the scope of their jobs

Types of Power (cont.) To increase legitimate power: Get management experience Work to gain the perception of power Exercise your authority regularly Following the guidelines of for using rational persuasion, especially if your authority is being questioned Back up your authority with rewards and punishment

Types of Power (cont.) Reward power Is based on the user’s ability to influence others with something of value to them Impacts performance expectations and achievement A leader’s power is strong or weak based on his or her ability to reward and punish

Types of Power (cont.) To increase reward power: Have control over employee evaluations, raises, promotions, and other rewards Find out what others value Let people know you control rewards, and state your criteria for receiving them

Types of Power (cont.) Coercive power Involves punishment and withholding of rewards to influence employee compliance Often used by peers to enforce norms Used to maintain discipline and enforce rules Without it, employees may ignore the leader Overuse undermines the leader’s authority and creates hostile opposition Has generally been declining as an influence technique

Types of Power (cont.) To increase coercive power: Gain authority to use punishment and withhold rewards Do not use coercive power to gain personal benefits Be persistent, set deadlines, and check progress often

Types of Power (cont.) Referent power Is based on the user’s personal relationships with others Being liked or the desire to be liked gives referent power Is appropriate for people with weak, or no, position power, such as with peers

Types of Power (cont.) To increase referent power: Develop people skills Work at having good relationships with managers, peers, and subordinates

Types of Power (cont.) Expert power Is based on one’s skill and knowledge Makes others dependent on the person with the expert power The more people come to the expert for advice, the expert’s power increases

Types of Power (cont.) To increase expert power: Take training and educational programs Attend trade or professional association meetings and programs Keep up with new technology Project a positive self-concept Let people know about your expertise to develop a reputation

Types of Power (cont.) Information power Is based on the user’s information desired by others Have the opportunity to distort information to influence others Employees provide information to managers, which can also be distorted

Types of Power (cont.) To increase information power: Have information flow through you Know what is going on in the organization Develop and use a network of information sources and gather information from them

Types of Power (cont.) Connection power Is based on the user’s relationship with influential people Is a form of organizational politics The right connections can give power, or at least the perception of power

Types of Power (cont.) To increase connection power: Expand your network of contacts with important managers who have power Join the “in crowd” and the “right” associations and clubs When you want something, identify the people who can help you attain it Get people to know your name

Acquiring and Losing Power Power can change over time Personal power can be easily gained or lost Abuse of power will result in loss of power Social exchange theory

Organizational Politics Is the process of gaining and using power Can be used to increase one’s power Is neither good or bad; it is its use that determines this Is a reality of organizational life because politics affects attitudes and behavior Is a medium of exchange Political skill is about building relationships to help one meet their organizational objectives

Common Organizational Political Behaviors Use this space for overall reminders or special tips linked to the slide or occasion. Simply select this text and replace it with your own reminders. Networking Common Organizational Political Behaviors Reciprocity Summary Heading. Text. Coalitions

Guidelines for Developing Political Skills Learn the organizational culture and power players Develop good working relationships, especially with your manager Be a loyal, honest team player Gain recognition Reciprocity Coalitions Networking

The Networking Process Perform a self-assessment and set goals Create your one-minute self-sell Develop your network Conduct networking interviews Maintain your network

Perform a Self-Assessment and Set Goals List and prioritize your talents and the characteristics of an ideal new career or job Translate your talents into accomplishments Tie your accomplishments to the job interview Set networking goals

Create Your One-Minute Self-Sell History of your career Plans for the future Questions to stimulate conversation Write and practice your one-minute self-sell

Develop Your Network Begin with who you know Expand to people you don’t know Develop your ability to remember peoples’ names

Conduct Networking Interviews Use your network list of people to set up a networking interview to meet your goal Usually a phone call or 20-minute face-to-face meeting Remember, you are the interviewer

Conduct Networking Interviews (cont.) Establish rapport Deliver your one-minute self-sell Ask prepared questions Get additional contacts for your network Ask your contacts how you might help them Follow up Maintain your network

Negotiation Is a process in which two or more parties are in conflict working to reach an agreement All parties should believe they got a good deal Negotiation skills can be developed

The Negotiation Process Plan Agreement Close the deal. Negotiations No Agreement Find out why for future negotiations. Postponement

The Negotiation Process: Plan Research the other party(ies) Set objectives Specific lower limit Target objective Opening objective Try to develop options and trade-offs Anticipate questions and objections, and prepare answers

The Negotiation Process: Negotiations Develop rapport and focus on issues and obstacles, not the person You may want to let the other party make the first offer Listen and ask questions to focus on meeting the other party’s needs Don’t give in too quickly and ask for something in return Once agreement has been made, restate it and put it in writing What happens if there is no agreement?