1. Influence, Empowerment, and Politics
Chapter Fifteen

2. Nine Generic Influence Tactics
Rational persuasion
Inspirational appeals
Consultation
Ingratiation
Personal appeals
Exchange
Coalition tactics
Pressure
Legitimating tactics
1. Rational persuasion. Trying to convince someone with reason, logic, or facts.
2. Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.
3. Consultation. Getting others to participate in planning, making decisions, and changes.
4. Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise, flattery, or humor.
5. Personal appeals. Referring to friendship and loyalty when making a request.
6. Exchange. Making explicit or implied promises and trading favors.
7. Coalition tactics. Getting others to support your efforts to persuade someone.
8. Pressure. Demanding compliance or using intimidation or threats.
9. Legitimating tactics. Basing a request on one’s authority or right, organizational rules or policies, or explicit or implied support from superiors.

3. Three Possible Influence Outcomes
Commitment
substantial agreement followed by initiative and persistence in pursuit of common goals
Compliance
reluctant agreement requiring subsequent prodding to satisfy minimum requirements
Commitment - substantial agreement followed by initiative and persistence in pursuit of common goals
Compliance - reluctant agreement requiring subsequent prodding to satisfy minimum requirements

4. Three Influence Outcomes
Resistance
stalling, unproductive arguing, or outright rejection
Resistance - stalling, unproductive arguing, or outright rejection

5. Practical Research Insights
Commitment is more likely when people rely on strong rational persuasion and do not rely on pressure and coalition tactics.
Ingratiation can slightly improve your performance appraisal results and make your boss like you significantly more.
Interpersonal influence is culture bound.
Commitment is more likely when people rely on strong rational persuasion and do not rely on pressure and coalition tactics.
Ingratiation can slightly improve your performance appraisal results and make your boss like you significantly more.
Interpersonal influence is culture bound.

6. Social Power Social power
ability to marshal the human, informational, and material resources to get something done
Social power
ability to marshal the human, informational, and material resources to get something done

7. Two Types of Power Socialized power Personalized power
plans, self-doubts, mixed outcomes and concerns for others
Personalized power
expressions of power for the sake of personal aggrandizement become paramount
Socialized power
plans, self-doubts, mixed outcomes and concerns for others
Personalized power
expressions of power for the sake of personal aggrandizement become paramount

8. Personalized Power Personalized power is exhibited when managers:
Focus more on satisfying their own needs.
Focus less on the needs of their underlings.
Act like “the rules” others are expected to follow don’t apply to them
Personalized power is exhibited when managers:
Focus more on satisfying their own needs.
Focus less on the needs of their underlings.
Act like “the rules” others are expected to follow don’t apply to them

9. Five Bases or Power Reward power
Coercive
Legitimate
Expert
Referent
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.
Expert power
obtaining compliance through one’s knowledge or information.
Referent power
obtaining compliance through charisma or personal attraction.

10. Five Bases of Power Reward power Coercive power Legitimate power
obtaining compliance by promising or granting rewards.
Coercive power
obtaining compliance through threatened or actual punishment.
Legitimate power
obtaining compliance through formal authority.
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.

11. Five Bases of Power Expert power Referent power
obtaining compliance through one’s knowledge or information.
Referent power
obtaining compliance through charisma or personal attraction.
Expert power
obtaining compliance through one’s knowledge or information.
Referent power
obtaining compliance through charisma or personal attraction.

12. Question?
As a Division Head, Natalie is implementing pay-for-performance plans and positive reinforcement programs at Goodwill Wireless Center. Natalie is attempting to exploit which power?
Coercive
Expert
Referent
Reward
The correct answer is “D” – reward.
AACSB:  Group-individual dynamics Bloom's Taxonomy:  Application
Difficulty:  Hard Page:  438

13. Research Insights about Social Power
Expert and referent power had a generally positive effect
Reward and legitimate power had a slightly positive effect
Coercive power had a slightly negative effect
Expert and referent power had a generally positive effect
Reward and legitimate power had a slightly positive effect
Coercive power had a slightly negative effect

14. Empowerment: From Power Sharing to Power Distribution
recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation.
Empowerment
recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation.

15. The Evolution of Power
Figure 15–2 illustrates how power can be shifted to the hands of non-managers step by step. The overriding goal is to increase productivity and competitiveness in leaner organizations. Each step in this evolution increases the power of organizational contributors who traditionally were told what, when, and how to do things.

16. Participative Management
process whereby employees play a direct role in setting goals, making decisions, solving problems, and making changes in the organization
Participative management
process whereby employees play a direct role in setting goals, making decisions, solving problems, and making changes in the organization

17. Participative Management
Participative management helps employees fulfill three basic needs:
Autonomy
Meaningfulness of work
Interpersonal contact
Participative management helps employees fulfill three basic needs:
Autonomy
Meaningfulness of work
Interpersonal contact

18. Question?
Herman is able to work more on his own now that his supervisor has given him more responsibility and authority in his job. Which need of participative management does this fulfill?
Autonomy
Meaningfulness of work
Interpersonal contact
Sovereignty
The correct answer is “A” – autonomy. See previous slide.

19. Delegation Delegation
the process of granting decision-making authority to lower-level employees
amounts to power distribution
Delegation
the process of granting decision-making authority to lower-level employees
amounts to power distribution

20. Barriers to Delegation
Belief in the fallacy, “If you want it done right, do it yourself.”
Lack of confidence and trust in lower-level employees.
Low self-confidence.
Fear of being called lazy.
Vague job definition.
Fear of competition from those below
Belief in the fallacy, “If you want it done right, do it yourself.”
Lack of confidence and trust in lower-level employees.
Low self-confidence.
Fear of being called lazy.
Vague job definition.
Fear of competition from those below

21. Personal Initiative: The Other Side of Delegation
One of the best ways to earn a manager’s trust is to show initiative (see Figure 15–3 ) and then get results.

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

23. Levels of Political Action in Organizations
Figure 15–5 illustrates three different levels of political action: the individual level, the coalition level, and the network level. Each level has its distinguishing characteristics.

24. Levels of Political Action
Coalition
an informal group bound together by the active pursuit of a single issue
Coalition
an informal group bound together by the active pursuit of a single issue

25. Common Political Tactics in Organizations
Table 15–1 describes eight common political tactics and indicates how often each reportedly was used by the interviewed managers.