1. CHAPTER 6 POWER AND POLITICS

2. Power Underlines the managers’ effectiveness; is essential to managers Power is the ability to change the behavior of others. Power vs authority and influence: –Authority: the right to try to change or direct others; notion of legitimacy –Influence: More subtle; less reliable; weaker

3. Kelman’s Theory of Influence Three reasons why people give in to others’ attempts to influence them: –Compliance: behavior results in rewards or avoidance of punishment –Identification: the desire to maintain a personally satisfying relationship –Internalization: the belief that the behavior is consistent with ones own values

4. French & Raven’s Five Bases of Power Five “sources” from which power is derived: –Reward power –Coercive power –Legitimate power –Referent power –Expert power

5. Reward Power The ability to determine receives rewards Occurs when managers/supervisors have ability to administer both intrinsic and extrinsic rewards Gives managers the potential to obtain desired behaviors

6. Coercive Power The ability to produce fear in others Based upon threat of punishment Managers are sometimes expected to be coercive Care must be exercised –Turnover –Retaliation –Lowered morale and/or productivity

7. Legitimate Power The willingness of others to accept an individual’s direction Two sources: –Social conditioning –Designation Requires acceptance

8. Referent Power Possessed by people with attractive personalities or other special qualities Vigor and appearance of success important People want to be like them People identify with the qualities of an attractive individual

9. Expert Power Possessed by those who are perceived as knowledgeable or talented in a given area People are likely to follow those who are seen as having expertise, e.g. physician, coach Does not necessarily correspond with legitimate power based upon organizational hierarchy

10. Informal vs. Formal Power Informal Power bases (expert & referent) –reside in characteristics of the individual –important for satisfaction & performance Formal power bases (legitimate, reward, coercive) –based upon position in social organization –have strong impact on immediate behavior

11. Politics Politics is “power and influence in action” Politics may be regarded in a negative light Political processes are actually neutral, as is power We are all political beings

12. Political Tactics Ingratiating behavior Impression management Information management Forming coalitions and networks Promoting the opposition Pursue line responsibility

13. Devious Political Tactics Take no prisoners Divide and conquer Exclude the opposition

14. Machiavellianism The belief that humans are weak, gullible, easily manipulated The belief that humans are inherently lazy and untrustworthy It is therefore rational to manipulate people to achieve ones own ends

15. Machiavellians socially domineering, manipulative and have a preference for political behaviors able to control their social interactions effectively manipulate others, and are very effective in face-to-face meetings positively correlated with occupational attainment for those with above average education - negatively correlated for those with below average education

16. Consequences of Using Influence Tactics Four influence styles are used by people: –Shotguns: refuse to take no for an answer and use all tactics to get what they want (e.g. coalitions, reason, bargaining, assertiveness) –Tacticians: influence others through reason and logic –Ingratiators: rely on ingratiation and flattery –Bystanders: watch the action rather than attempt to influence

17. Consequences of Using Influence Tactics (cont.) Those with shotgun style of influencing received lower performance evaluations For males, male supervisors gave the highest rating to Tacticians, For females, male supervisors gave the highest ratings to Ingratiators and Bystanders Tacticians earned highest salaries, followed by Bystanders, Shotguns, and Ingratiators