1. Organizational Behavior 16강, 17강
Communicating in the Internet Age
(Chapter 12)
&
Influence Power, and Politics An Organizational Survival Kit
(Chapter 13)

2. 상호교류분석(Transactional Analysis)
E. Berne (1970)
공존, 소유하는 세가지 상태
Child: 복종/순종, 반항
Adult: 이성, 지기통제력,엄격, 올바름, 인간관계의 핵
Parents: 보호, 감독, 규칙/제도를 지키도록 강요
의사소통의 효율성
상대편의 세가지 상태 중 정확하게 선택한 후 발언
단순교류
교차교류
복합교류 P P P P P P A A A A A A C C C C C C

3. Contents of the Chapter
들어가기 전에…
Contents of the Chapter
Influencing Others
Social Power and Empowerment
Organizational Politics and Impression Management
Compare the Definition
Influence, Power, Authority, Politics, Leadership

4. Chapter Thirteen Outline
Influencing Others
Nine Generic Influences
Three Influence Outcomes
Practical Research Insights
Strategic Alliances and Reciprocity
Social Power and Empowerment
Five Bases of Power
Practical Lessons from Research
Employee Empowerment
Making Empowerment Work
Organizational Politics and Impression Management
Definition and Domain of Organizational Politics
Impression Management
Keeping Organizational Politics in Check

5. Learning Objectives
Name five “soft” and four “hard” influence tactics and summarize the practical lessons from influence research.
Identify and briefly describe French and Raven’s five bases of power.
Define the term empowerment and explain how to make it succeed.
Define organizational politics and explain what triggers it, and specify the three levels of political action in organizations.
Distinguish between favorable and unfavorable impression management tactics.
Explain how to manage organizational politics.

6. Nine Generic Influence Tactics
Influencing Others
Nine Generic Influence Tactics
Soft
Friendlier
Rational persuasion.
Inspirational appeals.
Consultation.
Ingratiation.
Personal appeals.
Exchange
Coalition tactics
Pressure
Legitimating tactics
Hard
Coercive

7. Social Power and Empowerment
Five Bases of Power
Reward power: Promising or granting rewards.
Coercive power: Threats or actual punishment.
Legitimate power: Based on position or formal authority.
Expert power: Sharing of knowledge or information.
Referent power: Power of one’s personality (charisma).

8. How Much Power Do You Have?
Hands-on Exercise
How Much Power Do You Have?
Are you surprised by your “power profile,” as indicated by this instrument? Explain.
Is it possible to get a realistic and valid assessment of one’s power with a self-report instrument such as this? Are selective perception and self-serving bias problems? Explain.
Which source of power works best in today’s workplaces? Which is the worst? Explain.
Why do leaders with great referent power (charisma) tend to come to a bad end (e.g. Joan of Arc, John F. Kennedy, and Martin Luther King, Jr.). Charisma, anyone?
As a manager, what can and should you do to use your power responsibly and ethically?

9. Randolph’s Empowerment Model
Making Empowerment Work
Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer.
Randolph’s Empowerment Model
The Empowerment Plan
Share Information
Create Autonomy Through Structure
Let Teams Become The Hierarchy
Remember: Empowerment is not magic; it consists of a few simple steps and a lot of persistence.

10. Organizational Politics and Impression Management
Organizational politics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.”
Political behavior Triggered by Uncertainty
- 5 common sources of uncertainty
1. Unclear objectives
2. Vague performance measures
3. Ill-defined decision processes
4. Strong individual or group competition
5. Any type of change
Levels of Political Actions in Organizations
Cooperative pursuit of general self-interests
Cooperative pursuit of group interests in specific issues
Individual pursuit of general self-interests
Network Level
Coalition Level
Individual Level

11. Political Tactics: Attacking or blaming others.
Using information as a political tool
Creating a favorable image.
Developing a base of support.
Praising others (ingratiation).
Forming power coalitions with strong allies.
Associating with influential people.
Creating obligations (reciprocity).

12. Impression Management
Impression Management: getting others to see us in a certain manner.
Four motives for intentionally looking bad at work:
Avoidance
Obtain concrete rewards
Exit
Power
Five unfavorable upward impression management tactics:
Decreasing performance
Not working to potential
Withdrawing
Displaying a bad attitude
Broadcasting limitations

13. What do we need to know about power.
“Managing with Power by Jeffrey Peffer (1995)”
What do we need to know about power.
Under what conditions is power used in decision making.
How do we diagnose points of view on issues.
Where does power come from : why do some have more than others. – how do we get more
How does power get employed? What are the strategies and tactics for its use.
What are the effects of power on organizational innovation and change?

14. Our ambivalence about power
“Managing with Power by Jeffrey Peffer (1995)”
Our ambivalence about power
Statement % of expressing moderate
or story agreement
a. The existence of workplace politics is
common to most organizations (93.2%)
b. politics help organizations
function effectively (42.1%)
c. Top management should try
to get rid of politics in the organization (48.6%)

15. Perspectives on Decisions
“Managing with Power by Jeffrey Peffer (1995)”
Perspectives on Decisions
A decision , by itself, change nothing
At the time a decision is made, no one knows if it is correct or not
For most decisions, we spend more time with the consequences of the decision than we do making it.
Therefore, it is fair to say that effective managers and leaders are those who are successful in managing the consequences of choice.

16. Differences in point of view Importance of the issue
“Managing with Power by Jeffrey Peffer (1995)”
When is power used?
Interdependence
Resource scarcity
Differences in point of view
Importance of the issue

17. Managing: a power and influence Perspective
“Managing with Power by Jeffrey Peffer (1995)”
Managing: a power and influence Perspective
Determine What you are trying to accomplish; what your goals are
Assess who the other major relevant actors are; diagnose the pattern of dependence and interdependence
Determine the points of view or positions on issues of these people
Assess what their power bases are
Determine what sources of power you have, and what power bases you can develop
Review possible influence strategies and the costs and benefits of each

18. Diagnosing points of view on decisions
“Managing with Power by Jeffrey Peffer (1995)”
Diagnosing points of view on decisions
Education
Personal background
Previous work experience
Current job role of position
Reward system

19. Source of power: where power comes from
“Managing with Power by Jeffrey Peffer (1995)”
Source of power: where power comes from
Control over resources
Budgets
Facilities
Things people want and need
Allies
Location in the communication network
Physical location
Task-related interdependence and interaction
Formal authority
Reputation for having power
Performance the ability to get things done
Being in a powerful unit
Unity
Ability to cope with critical problems
Being irreplaceable
Individual attributes

20. Individual attributes that are sources of power
“Managing with Power by Jeffrey Peffer (1995)”
Individual attributes that are sources of power
Energy and physical stamina
Focus
Sensitivity to others
Flexibility
Ability to tolerate conflict
Submerging one’s ego and getting along

21. Political Strategies and tactics
“Managing with Power by Jeffrey Peffer (1995)”
Political Strategies and tactics
Timing:
First mover,
Delay,
Waiting,
Deadlines,
Order of consideration,
Propitious moments(호의적인)
Information and analysis
The outside expert
Organizational design and redesign
Divide and conquer
Expansion of one’s domain
Task forces, committees, and cooptation
Language, symbols, ceremonies, and settings – the use of emotions
Framing: how we look at things affects how they look
Contrast
Commitment
Scarcity
Interpersonal influence
Social proof
Linking & Ingratiation(영합)

22. Key Terms 4 Availability heuristic Brainstorming Delphi Technique
Escalation of commitment
Judgmental heuristics
Nominal group technique
Representativeness heuristic
Cross—functionalism
Group cohesiveness
Groupthink
Self-managed teams
Social loafing
Virtual team
Added-value negotiation
alternative dispute resolution
Devil’s advocacy
Dialectic method
Empowerment
Expert power
Impression management
Legitimate power
Organizational politics
Referent power
Reward power
Social power
Leadership prototype
Servant-leadership
Transactional leadership
Transformational leadership
Level 5 Leadership