2. 10-2 Power and Politics: How People Influence One Another Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational Behavior, Core Concepts 10 Organizational Behavior core concepts

3. 10-3 Learning Objectives List influence tactics and outcomes, and summarize research conclusions about the effectiveness of the tactics Describe five bases of power, and give examples of how they are related to work outcomes Discuss how to make employee empowerment succeed

4. 10-4 Learning Objectives Define organizational politics, explain what triggers it, and describe its use in organizations Distinguish between favorable and unfavorable impression management tactics Explain how to manage organizational politics

5. 10-5 Generic Influence Tactics 1.Rational persuasion 2.Inspirational appeals 3.Consultation 4.Ingratiation 5.Personal appeals 6.Exchange 7.Coalition tactics 8.Pressure 9.Legitimating tactics

6. 10-6 Three Influence Outcomes 1.Commitment – substantial agreement followed by initiative and persistence in pursuit of common goals 2.Compliance – reluctant agreement requiring subsequent prodding to satisfy minimum requirements 3.Resistance – stalling, unproductive arguing, or outright rejection

7. 10-7 Practical Research Insights Commitment is more likely when people rely on strong rational persuasion and do not rely on pressure and coalition tactics Ingratiation (making the boss feel good) can slightly improve your performance appraisal results

8. 10-8 Practical Research Insights Commitment is more likely when the influence attempt involves something important and enjoyable Credible people tend to be the most persuasive Unfair influence tactics were associated with greater resistance among employees

9. 10-9 Creating Strategic Allies Mutual respect Openness Trust Mutual benefit

10. 10-10 How to Do a Better Job of Influencing and Persuading Others Reciprocity –almost universal belief that people should be paid back for what they do – that one good turn deserves another

11. 10-11 Social Power and Empowerment Social power –ability to marshal the human, informational, and material resources to get something done

12. 10-12 Question? Which type of power obtains compliance through formal authority? A.Reward B.Coercive C.Legitimate D.Referent

13. 10-13 Five Bases of Power Reward power –obtaining compliance with promised or actual rewards. Coercive power –obtaining compliance through threatened or actual punishment. Legitimate power –obtaining compliance through formal authority.

14. 10-14 Five Bases of Power Expert power –obtaining compliance through one’s knowledge or information. Referent power –obtaining compliance through charisma or personal attraction. Read an article on organizational power

15. 10-15 Employee Empowerment Empowerment –sharing varying degrees of power with lower- level employees to better serve the customer

16. 10-16 Randolph’s Empowerment Model Figure 10-1

17. 10-17 Domain of Organizational Politics Organizational politics –intentional acts of influence to enhance or protect the self-interests of individuals or groups

18. 10-18 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

19. 10-19 Levels of Political Action in Organizations Figure 10-2

20. 10-20 Question? What is a temporary groupings of people who actively pursue a single issue? A.Alliance B.Coalition C.Association D.Federation

21. 10-21 Levels of Political Action Coalition –temporary groupings of people who actively pursue a single issue

22. 10-22 Political Tactics Attacking or blaming others Using information as a political tool Creating a favorable image Developing a base of support Praising others Forming power coalitions with strong allies Associating with influential people Creating obligations

23. 10-23 Impression Management Impression management –process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas

24. 10-24 Favorable Impression Management Job-focused –manipulating information about one’s performance Supervisor-focused –praising and doing favors for one’s supervisor Self-focused –presenting oneself as a polite and nice person

25. 10-25 Bad Impressions Four motives for intentionally looking bad at work: Avoidance Obtain concrete rewards Exit Power

26. 10-26 Bad Impressions Five unfavorable upward impression management tactics: Decreasing performance Not working to potential Withdrawing Displaying a bad attitude Broadcasting limitations

27. 10-27 How to Keep Organizational Politics within Reasonable Bounds Screen out overly political individuals at hiring time. Create an open-book management system. Make sure every employee knows how the business works and has a personal line of sight to key results with corresponding measurable objectives for individual accountability.

28. 10-28 How to Keep Organizational Politics within Reasonable Bounds Have non-financial people interpret periodic financial and accounting statements for all employees. Establish formal conflict resolution and grievance processes. As an ethics filter, do only what you feel comfortable doing on national television. Publicly recognize and reward people who get real results without political games.