2. 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. Influence, Power, and Politics An Organizational Survival Kit Learning Objectives Chapter Thirteen

3. 1. Rational persuasion 2. Inspirational appeals 3. Consultation 4. Ingratiation 5. Personal appeals 6. Exchange 7. Coalition tactics 8. Pressure 9. Legitimating tactics 13-1 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Nine Generic Influence Tactics McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

4. 1. Mutual respect 2. Openness 3. Trust 4. Mutual benefit 13-2 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: How to Turn Your Coworkers into Strategic Allies McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

5. Reward power: obtaining compliance with promised or actual rewards. Coercive power: obtaining compliance through threatened or actual punishment. Legitimating 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. 13-3 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Five Bases of Power McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

6. Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer. 13-4 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Employee Empowerment McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

7. 13-5 Figure 13-1 Randolph’s Empowerment Model McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. The Empowerment Plan 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. Share Information McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

8. Organizational Politics: intentional enhancement of self-interest. 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 13-6 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Organizational Politics McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

9. 13-7 Figure 13-2 Level of Political Action in Organizations McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Distinguishing Characteristics 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 McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

10. Impression Management: getting others to see us in a certain manner. 13-8 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Impression Management McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

11. Four motives for intentionally looking bad at work: Avoidance Obtain concrete rewards Exit Power 13-9 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Bad Impressions McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

12. Five unfavorable upward impression management tactics: Decreasing performance Not working to potential Withdrawing Displaying a bad attitude Broadcasting limitations 13-10 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Bad Impressions (Cont.) McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

13. 13-11 Skills & Best Practices: 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. Have nonfinancial 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. McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.