1. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Organizational Power, Politics, and Persuasion C H A P T E R 12

2. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Jane Buckley: Golf Networker Networking with clients on the golf course helps Jane Buckley maintain her power at Compass Group. “Women aren't in on all the informal networks yet,” warns one consultant. “A lot goes on on the golf course, but a lot of women still aren't there.” C. Price, Vancouver Province

3. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e The Meaning of Power Power is the capacity of a person, team, or organization to influence others.  The potential to influence others  People have power they don’t use and may not know they possess  Power requires one person’s perception of dependence on another person C. Price, Vancouver Province

4. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Power and Dependence PersonA Person B’s Goals PersonB Person B’s counterpower over Person A Person A’s power over Person B

5. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Model of Power in Organizations Power over Others Contingencies Of Power Sources Legitimate Reward Coercive Expert Referent

6. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e The Limits of Legitimate Power The Caine Mutiny illustrates the limits of legitimate power in organizations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny. Reuters Archive Photos

7. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Sources of Power Legitimate Power Reward Power Coercive Power Expert Power Referent Power Reuters Archive Photos

8. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Information and Power Control over information flow  Based on legitimate power  Relates to formal communication network  Common in centralized structures (wheel pattern) Coping with uncertainty  Those who know how to cope with organizational uncertainties gain power  Prevention  Forecasting  Absorption

9. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e IncreasingNonsubstitutability ControllingTasks ControllingKnowledge Differentiation Controllinglabor Increasing Nonsubstitutability

10. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Contingencies of Power Contingencies Of Power Power over others Sources Of Power SubstitutabilityCentralityDiscretionVisibility

11. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Commitment Consequences of Power Reward Power Legitimate Power CoercivePower ExpertPower ReferentPower Resistance Compliance Sources of Power Consequences of Power

12. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Sexual Harassment and Power Harasser stereotypes the victim as subservient and powerless Harasser threatens job security or safety through coercive or legitimate power Hostile work environment harassment continues when the victim lacks power to stop the behavior

13. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Office Romance and Power Co-workers believe that employees in relationships abuse their power to favor each other. Higher risk of sexual harassment when relationship breaks off.

14. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Organizational Politics Attempts to influence others using discretionary behaviors to promote personal objectives  Discretionary behaviors -- neither explicitly prescribed nor prohibited Politics may be good or bad for the organization

15. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Types of OrganizationalPolitics Managingimpressions Attacking and blaming Creatingobligations Cultivatingnetworks Types of Organizational Politics Controllinginformation Forming coalitions

16. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e ConditionsSupportingOrganizationalPolitics ScarceResources Complex and AmbiguousDecisions PersonalCharacteristics Tolerance of Politics Conditions for Organizational Politics

17. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Controlling Political Behavior Peer Pressure Against Politics Remove Political Norms Free Flowing Information Manage Change Effectively ProvideSufficientResources Introduce Clear Rules HireLow-PoliticsEmployees IncreaseOpportunities for Dialogue

18. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e AudienceCharacteristics Self-esteem Self-esteem Inoculated InoculatedCommunicatorCharacteristics Expert Expert Credibility Credibility Attractive Attractive MessageContent Present all sides Present all sides Few arguments Few arguments Emotional appeals Emotional appeals Inoculation effect Inoculation effect Communication Medium Persuasive Communication

19. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Organizational Power, Politics, and Persuasion C H A P T E R 12