Influence Power Politics
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Transcript of Influence Power Politics
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Influence, Power, and
Politics in Organizations
Chapter 12
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Copyright 2003, Prentice Hall 2
Learning Objectives
1. Define the concepts of social influence, power, andorganizational politics.
2. Describe the major varieties of social influence tactics.
3. Identify the major types of individual power inorganizations.
4. Describe the two major approaches to the developmentof subunit power in organizations (the resourcedependency model and the strategic contingencies
model).5. Describe when and where organizational politics occur
and the forms such behavior takes.
6. Identify the major ethical issues surrounding the use ofpolitical behavior in organizations.
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Basic Definitions
Social Inf luence: Attempts to affectanother in a desired fashion, whether ornot these are successful.
Power: The potential to successfullyinfluence another; the capacity to have adesired effect on others.
Organizat ional Pol i t ics: Actions byindividuals that are directed toward thegoal of furthering their own self-interestwithout regard for the well-being of othersor their organization.
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Influence, Power, & Politics
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Social Influence Tactics I
Rational Persuasion: Using logical argumentsand facts to persuade another that a desiredresult will occur.
Inspirat ional Appeal: Arousing enthusiasm byappealing to ones values and beliefs.
Consul tat ion: Asking for participation in decisionmaking or planning a change.
Ingratiation: Getting someone to do what youwant by putting that person in a good mood orgetting him or her to like you.
Exchange: Promising some benefits in exchangefor complying with a request.
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Social Influence Tactics II
Personal Appeal: Appealing to feelings of loyalty
and friendship before making a request.
Coal i t ion Bu i ld ing: Persuading by seeking the
assistance of others or by noting the support of
others.
Legi t imat ing: Pointing out ones authority to
make a request or verifying that it is consistent
with prevailing organizational policies andpractices.
Pressure: Seeking compliance by using
demands, threats, or intimidation.
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Principles of Influence
Friendship/Liking: The more we like other persons or feelfriendship for them, the more likely we are to comply withtheir requests or to accept other forms of influence fromthem.
Commitment/Consistency: Once individuals have adopteda position or committed themselves to a course of action,they experience strong pressure to comply with requeststhat are consistent with these initial commitments.
Scarci ty: Requests that emphasize scarcity or the fact that
some object, opportunity, or outcome will soon no longerbe available, are difficult to resist.
Reciproci ty: Individuals generally experience powerfulpressures to reciprocate benefits they have received fromothers.
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Individual Power
Position
Power
Power based
on ones
formalposition in an
organization.
Personal
Power
The power that
one derives
because of his orher individual
qualities or
characteristics.
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Position Power
Legit imate Power: The individual power basederived from ones position in an organizationalhierarchy; the accepted authority of ones position.
Reward Power: The individual power base derivedfrom an individuals capacity to administer valuedrewards to others.
Coercive Power: The individual power base derived
from the capacity to administer punishment toothers.
Inform at ion Power: The extent to which asupervisor provides a subordinate with theinformation need to do the job.
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Personal Power
Rational Persuasion: Using logical arguments and
factual evidence to convince others that an idea is
acceptable.
Expert Power: The individual power base derived
from an individuals recognized superior skills and
abilities in certain areas.
Referent Power: The individual power base
derived from the degree to which one is liked and
admired by others.
Char isma: An attitude of enthusiasm and optimism
that is contagious; an aura of leadership.
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CEO Power Bases
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Empowerment
The process in which employees are given
increasing amounts of autonomy and d iscret ion
in connect ion with their wo rk.
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Group or Subunit Power
Resource-Dependency Model: Theview that power resides within
subunits that are able to control thegreatest share of valuedorganizational resources.
Strategic Con t ingenc ies Model: Aview explaining power in terms of asubunits capacity to control theactivities of other subunits.
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Resource-Dependency Model
In this example, the accou nt ing d epartment wo uld b e considered mo re
pow erful than ei ther the produc t ion department or the marketing
department because i t con trols more impo rtant resou rces.
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Strategic Contingencies Model
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The Antecedents of Politics
Personal and organizational variables:Political behavior is often influenced by acombination of individual and organizational
factors.Human resource management: Activitiessuch as performance appraisal, personnelselection, and compensation decisions are
likely to engender political behavior.Organizational l i fe span: Political behaviorsare more likely to occur as organizationsmature and begin to decline.
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Factors Influencing Politics
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Political Tactics
Gaining control over and selective
use of information.
Cultivating a favorable impression.
Building powerful coalitions.
Blaming and attacking others.
Associating with powerful others.
Creating obligations and using
reciprocity.
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The Ethics of Politics
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Combating Politics
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C i ht 2003 P ti H ll 21
Determining Ethical Action