1. Chapter 13 – Influence, Power & Politics
BA 352
Kinicki & Kreitner
Revised 11/09/04

2. Chapter 13 – Key concepts Power, authority and compliance
Bases of Power (French and Raven, 1958)
Developing power
Managing your boss
Empowerment
Organizational Politics

3. Power
The capacity to influence behavior, to get someone to something you want
The ability to make things happen the way you want
Dependency
Choice

4. Authority
The right (and power) to command, enforce, seek compliance, obedience or make specific types of decisions
Example: a manager has the authority to grant pay raises to his/her employees

5. Bases of Power (formal)
Legitimate
Formal authority, sanctioned by organization
Belief in manager- subordinate relationship
Transferable from one person to another
Reward
Use extrinsic rewards
Coercive
Deny desired rewards or administer punishment

6. Bases of Power (personal)
Expert power
knowledge, experience, or judgment Access to or control over information
Referent (charismatic) power
A person wants to identify with the power holder
Based on interpersonal style and personality
Based on French and Raven, 1958

7. Outcomes: influence and power
Why do people respond to requests or orders at work?
Milgram experiments
People have strong tendencies to follow the instructions of the boss
Direct defiance within organizations is rare

8. Obedience and Acceptance of Authority
Barnard’s Zone of Indifference, a psychological contract
Work religious holidays
File illegal reports
Type and file
Work overtime
Perform auditing
Tasks
Work 40 hrs /week
Power
Legitimate
Authority
Do tax work

9. Before exercising power
Who do we want to influence?
Are the behaviors within our range?
Is our weight enough to bring about change?
What are alternatives?
Choice depends on target, situation

10. “Soft” influence tactics
Rational persuasion
Inspirational appeals
Consultation
Ingratiation
Personal appeals

11. “Hard” influence tactics
Exchange
Coalition tactics
Pressure
Legitimating tactics

12. How to issue a directive
Assume that employee has choice to follow or ignore
Employee must:
understand the directive.
feel mentally and physically capable of carrying out the directive.
believe that the directive is consistent with the organization’s goals.
believe that the directive is consistent with his or her personal interests.

13. Influence Outcomes - + Commitment Compliance Resistance
Enthusiastic agreement, show initiative and persistence
Compliance
Grudgingly go along; need prodding
Resistance
Say no, make excuses, stall, put up an argument - +

14. Managing your Boss
Realize that it is your duty (and in your self- interest) to make the boss as effective and achieving as possible.
Make sure you understand your boss and his/her context
Goals and objectives
Pressures
Strengths, weaknesses, blind spots
Preferred work style
Never underrate your boss

15. Managing your boss Assess yourself and your needs: Strengths
Weaknesses
Personal style
Predisposition toward dependence on/resistance to authority figures

16. Managing your boss… Develop and maintain a relationship that…
Fits both your needs and styles
Is characterized by mutual expectations
Keeps your boss informed (no surprises)
Is based on dependability and honesty
Selectively uses your boss’s time and resources
Is based on trust
Thanks to Peter Drucker and Tom Dowling

17. The Management of Empowerment
Empowerment - the process through which managers help others acquire and use the power needed to make decisions that affect them
power = ability to get things done

18. Critical Questions How do participants view power?
How will rewards and sanctions be allocated? Who will have decision-making authority?
What resources, tools, training are necessary?
What roles must be redefined?
Will managers support the changes?

19. Empowerment model Share information Create autonomy through structure
Let teams become the
hierarchy
From W. Allen Randolph, in Kinicki and Kreitner, p. 270

20. Organizational Politics
“Intentional acts of influence to enhance or protect the self-interest of individuals or groups”
Cited in Kinicki and Kreitner, pg. 271

21. Causes Unclear objectives Vague performance measures
Ill-defined decision processes
Strong individual or group competition
Any type of change

22. Tips… Reduce system uncertainty Reduce competition
Break existing political fiefdoms
Base promotions on an apolitical attitude that puts organizational ends ahead of personal ends.
Adapted from D.R. Beeman, TW. Sharkey, Business Horizons, in Kinicki and Kreitner, p. 276.