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SIAM UNIVERSITY
ORGANIZATION BEHAVIOR Chapter 10
Power and Influence
in Workplace
PRESENTATION
NO NAME ID STUDENTS
1 YANNA LI 5517190021
2 JITTIMA SAEHENG 5517190037
3 PRABIN RAI 5517190045
4 SOCHEAT SAM 5517190055
5 THANL 5517190060
6 SHU HE 5517190065
7 LEI LI 5517192010
GROUP 2
THE MEANING OF POWER
Power is the capacity of a person, team, or
organization to influence others.
The potential to influence others
People have power they don’t use and may
not they processes
Power requires one person’s perception of
dependence on another person
Counter Power is the capacity to a person,
team, or organization to keep a person more
powerful person or group in the exchange.
Anjella Marque Germany Chancellor
Brazil President
IMF executive
Resource desired by person BResource desired by person B
Person B’s countervailing power over Person A
Person APerson APerson A’s control of resource valued by person B
Person BPerson B
Person A’s power over Person B
POWER AND DEPENDENCE
MODEL OF POWER IN ORGANIZATIONS
Sources
of power
Sources
of power
Legitimate Reward Coercive Expert Referent
Power over
others
Contingencies
of power
Substitutability Centrality Discretion Visibility
Organizational Power
Personal Power
Contingencies of Power
Contingenciesof Power
Substitutability
Centrality
Discretion
Visibility
Powerover others
Sourcesof Power
INFORMATION AND POWER
Control over information flow Based on legitimate power Relates to formal communication network Common in centralized structures (wheel pattern)
Coping with uncertainty Those who know how to cope with organizational
uncertainties gain power
- Prevention
- Forecasting
- Absorption
NETWORKING AND POWER
Cultivating social relationships with others to
accomplish one’s goals
Increases power through
Social Capital – durable network that connects people
to others with valuable resources
Referent Power – people tend to identify more with
partners within their own networks
Visibility and Centrality contingencies
INFLUENCING OTHERS
Influence is any behavior that attempts to alter
someone’s attitudes or behavior Applies one or more power base Process through which people achieve organizational
objectives Operates up, down and across the organizational
hierarchy
TYPE OF INFLUENCE TACTICS
Information Control
Manipulating others’ access to information Withholding, filtering, re-arranging
Assertiveness Actively applying legitimate and coercive power “vocal authority” Reminding, confronting, checking, threatening
Centrality Following requests without overt influence Based on legitimate power, role modeling Common in high power distance cultures
Coalition Formation
Group forms to gain more power than individuals alone 1. Pools resources/power 2. Legitimizes the issue 3. Power through social identity
MORE
TYPE OF INFLUENCE TACTICS
ImpressionManagement
Ingratiation - Increasing liking/similarity to target - Flattering, helping, seeking advice Impression Management - Actively shaping our public images - Way we dress, padding resume
Persuasion Using logic, facts, emotional appeals to gain acceptance Depends on persuader, message content, message medium and the audience
Upward Appeal
Appealing to higher authority Includes appealing to firm’s goals Formal alliance or perception of alliance with higher status
Exchange Promising or reminding of past benefits in exchange for compliance Negotiation is integral to this strategy Networking relates to exchange influence
CONSEQUENCES OF INFLUENCE TACTICS
Resistance
Compliance
Commitment
Silent authority
PersuasionIngratiation &
Impression managementExchange
Upward appealCoalition formation Information control
Assertiveness
Soft influencetactics
Hard influencetactics
MORE
ORGANIZATIONAL POLITICS
Organizational Politics Behaviors that others perceive as self-serving
tactics for personal gain at the expense of other people and possible the organization.
More prevalent when scarce resources are allocated using complex and ambiguous decisions and when the organization tolerates or rewards political behavior.
Individuals with a high need for personal power, an internal locus of control, and strong Machiavellian values have a higher propensity to use political tactics.
CONDITION FOR ORGANIZATIONAL POLITICS
ConditionsSupporting
Organizational Politics
ScarceResources
Complex andAmbiguousDecisions
Tolerance of Politics
OrganizationalChange
MINIMIZING ORGANIZATIONAL POLITICS
Leaders as role models
Manageteam norms
Free flowinginformation
Manage changeeffectively
Introduceclear rules
Support values that
oppose politics
QUESTIONS ???