1. POWER AND POLITICS

2. POWER n n THE PERCEIVED ABILITY TO INFLUENCE BEHAVIOR, ATTITUDES, AND OUTCOMES

3. POWER n n Resides NOT in the individual but in the relationship of the person to her environment n n Expressed by other’s behavior in response to your exercise of power

4. Organizational Power Legitimate Resources Interdependence Interpersonal Power Reward Punishment Expertise Referent Power Influence Over Others Moderators Choice of Influence Strategy Power of Other Party

5. Interpersonal POWER n n Reward power n n Punishment power n n Expert n n Referent

6. Reward Power Extent to which a manager can use extrinsic and intrinsic rewards to control other people. Interpersonal POWER

7. Interpersonal POWER Reward Currencies n Money n Praise n Promotion n Work Shifts n Training Responses n Exchanges n Harder Work n Praise for supervisor n Loyalty

8. n n Extent to which a manager can threaten punishment or deny desired rewards Interpersonal POWER Punishment

9. Currencies n n Fines n n Docking Pay n n Rejection of self or ideas n n Sanctions Pressure Interpersonal POWER Punishment Responses n n Generates Fear n n Sabotage n n Revenge

10. Must be Applied Contingently -- Based On Behavior Interpersonal POWER Rewards & Coercion

11. Interpersonal POWER Expert n n Extent to which a manager possesses knowledge, experience, or judgment that the other person does not have but needs

12. Interpersonal POWER Expert Currencies n n Holding/ Withholding of Information n n Consultation Responses n n Unquestioned Obedience n n Reluctant compliance n n Challenging

13. Interpersonal POWER Referent n n Extent to which a manager possesses personality that captures attention, hearts and imaginations of people

14. Interpersonal POWER Referent Currencies n n Charisma n n Ingratiation Friendliness n n Inspirational Appeal Responses n n Unquestioned Obedience n n Modeling

15. Organizational Power n n Legitimate n n Knowledge n n Task Interdependence n n Resources Control

16. Organizational POWER Legitimate n n Extent to which a manager can or is perceived to have a “right of command” to control behavior of others.

17. Organizational POWER Legitimate Currencies n n Ordering n n Personal Support/Backing n n Organizationally Sanctioned Rewards/ Punishment Responses n n Unquestioned Obedience n n Reluctant compliance n n Challenging

18. Acceptance of Authority There are strong tendencies among individuals to follow the instructions of the boss. Direct defiance within organizational settings is quite rare. If the tendency to follow instructions is great and defiance is rare, then why do so many organizations appear to drift into apparent chaos?

19. Zone of Indifference A zone of indifference is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment. Directives falling within the zone are obeyed.

20. Acceptance of Authority “consent of the governed” The subordinate can and must: n n Understand the directive; n n Feel mentally and physically capable of carrying out the directive; n n Perceive directive is not inconsistent with the purpose of the organization; n n Perceive directive is not inconsistent with his or her personal interests.

21. INDICATORS: A MANAGER'S LEGITIMATE POWER n n Intercedes favorably on behalf of employee n n Gets items on (and off) the agenda n n Gets fast access to top decision makers n n Maintains frequent contact with top decision makers n n Gets early information about decisions n n Eliminates road blocks or bottlenecks for subordinates

22. Organizational POWER Task Interdependence Occurs When Two or More Employees Must Depend On Each Other to Complete Assigned Tasks

23. Organizational POWER Resource Interdependence The firm’s or manager’s need for resources that are controlled by others

24. Reasons For Interdependence Power Reasons For Interdependence Power n n Needed resources become more scarce n n Outsiders have more control over needed resources n n Fewer substitutes for a particular type of resource controlled by a limited number of outsiders

25. Common Organizational Currencies

26. Organizational Currencies Traded in Exchange Process n n Resources n n Assistance n n Cooperation n n Information n n Advancement n n Recognition n n Network/Contacts n n Personal Support/Backing

27. Common Influence Tactics

28. Common Influence Strategies Reason Using facts and data to support a logical argument

29. Common Influence Strategies Friendliness Using flattery, goodwill, and favorable impressions

30. Common Influence Strategies Ingratiation Use of friendship for a specific purpose

31. Common Influence Strategies Coalition Using relationships with other people for support

32. Common Influence Strategies : Bargaining Using the exchange of benefits as a basis for negotiation

33. Common Influence Strategies Assertiveness Using a direct and forceful personal approach.

34. Common Influence Strategies Higher Authority Gaining higher level support for one’s requests.

35. Common Influence Strategies Ingratiation Attempts to create a a favorable mood before making a request

36. Common Influence Strategies Sanctions Using organizationally derived punishments.

37. Common Influence Strategies Rewards Using organizationally derived rewards as well as personal rewards

38. Common Influence Strategies Pressure Uses time, information, and resource control

39. Common Influence Strategies Consultation Uses involvement to co-opt others into going along with a specific plan

40. Common Influence Strategies Rational Persuasion Uses logical arguments and factual evidence

41. Common Influence Strategies Inspirational Appeal Appeal to values,ideals or aspirations to arouse enthusiasm

42. Common Influence Strategies Exchange Offer an exchange of favors, share of benefits or promise to reciprocate at later time.

43. ORGANIZATIONA L POLITICS

44. The use of nonsanctioned influence tactics to promote self interests.

45. Positive Aspects Of POLITICS in Negotiations n n Overcome personnel inadequacies, coping with change, and substituting for formal authority. n n Circumvents inadequacies and gets the job done. n n Facilitates adaptation to changes in the environment and technology of an organization.

46. Positive Aspects Of POLITICS in Negotiations n n Quicker than restructuring n n With Power breakdowns, political actions can be used to prevent a loss of influence. n n Maintains task continuity when formal authority has failed

47. Self Protection Against POLITICS in Negotiations n n Avoidance n n Redirection n n Buffering n n Defending Your Turf n n Championing

48. Avoidance n n Used when employee can not risk being wrong or where actions may yield a sanction. n n Most common reaction is to “work to the rules.”

49. Redirection n n “Passing the buck” is a common method employees and managers use. n n Trick is to define a task so it becomes someone else’s formal responsibility.

50. n Rigorous documentation to rewrite history. n If a program or project is successful, the manager claims to have been an early supporter. n If a program fails, the manager claims to be the one who expressed serious reservations in the first place. Buffering

51. Champions n n Identifying a powerful champion who wishes to promote the project helps circumvent organizational politics n n May use as his or her “silver bullet” to also promote themselves and their legitimacy

52. Defending Turf n n Organizations are collections of competing interests that are held by various departments and groups. n n Expanding Influence may encroach on activities of other groups. n n Managers may attempt to expand the jobs their groups perform.