Chapter 13 – Influence, Power & Politics

BA 352Kinicki & Kreitner

Revised 11/09/04

Chapter 13 – Key concepts

Power, authority and compliance Bases of Power (French and Raven,

1958) Developing power Managing your boss Empowerment Organizational Politics

Power The capacity to

influence behavior, to get someone to something you want

The ability to make things happen the way you want Dependency Choice

Authority The right (and power) to command,

enforce, seek compliance, obedience or make specific types of decisions

Example: a manager has the authority to grant pay raises to his/her employees

Bases of Power (formal) Legitimate

Formal authority, sanctioned by organization Belief in manager- subordinate relationship Transferable from one person to another

Reward Use extrinsic rewards

Coercive Deny desired rewards or administer

punishment

Bases of Power (personal) Expert power

knowledge, experience, or judgment Access to or control over information

Referent (charismatic) power A person wants to identify with the

power holder Based on interpersonal style and

personalityBased on French and Raven, 1958

Outcomes: influence and power

Why do people respond to requests or orders at work?

Milgram experiments People have strong tendencies to follow the

instructions of the boss Direct defiance within organizations is rare

Obedience and Acceptance of Authority

Barnard’s Zone of Indifference, a psychological contract

Perform auditingTasks

Work 40 hrs /week

Work overtime

Do tax work Legitimate Authority

Work religious holidaysFile illegal reportsType and file

Power

Before exercising power

Who do we want to influence? Are the behaviors within our range? Is our weight enough to bring about

change? What are alternatives?

Choice depends on target, situation

“Soft” influence tactics

Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals

“Hard” influence tactics

Exchange Coalition tactics Pressure Legitimating tactics

How to issue a directiveAssume that employee has choice to follow or

ignore

Employee must: understand the directive. feel mentally and physically capable of carrying

out the directive. believe that the directive is consistent with the

organization’s goals. believe that the directive is consistent with his or her

personal interests.

Influence Outcomes Commitment

Enthusiastic agreement, show initiative and persistence

Compliance Grudgingly go along; need prodding

Resistance Say no, make excuses, stall, put up

an argument+0-

Managing your Boss Realize that it is your duty (and in your

self- interest) to make the boss as effective and achieving as possible.

Make sure you understand your boss and his/her context Goals and objectives Pressures Strengths, weaknesses, blind spots Preferred work style Never underrate your boss

Managing your boss

Assess yourself and your needs: Strengths Weaknesses Personal style Predisposition toward dependence

on/resistance to authority figures

Managing your boss… Develop and maintain a relationship that…

Fits both your needs and styles Is characterized by mutual expectations Keeps your boss informed (no surprises) Is based on dependability and honesty Selectively uses your boss’s time and resources Is based on trust

Thanks to Peter Drucker and Tom Dowling

The Management of Empowerment

Empowerment - the process through which managers help others acquire and use the power needed to make decisions that affect them

power = ability to get things done

Critical Questions How do participants view power? How will rewards and sanctions be

allocated? Who will have decision-making authority?

What resources, tools, training are necessary?

What roles must be redefined? Will managers support the changes?

Empowerment model

Share information

Create autonomy through structure

Let teams become thehierarchy

From W. Allen Randolph, in Kinicki and Kreitner, p. 270

Organizational Politics

“Intentional acts of influence to enhance or protect the self-interest of individuals or groups”

Cited in Kinicki and Kreitner, pg. 271

Causes

Unclear objectives Vague performance measures Ill-defined decision processes Strong individual or group

competition Any type of change

Tips… Reduce system uncertainty Reduce competition Break existing political fiefdoms Base promotions on an apolitical

attitude that puts organizational ends ahead of personal ends.

Adapted from D.R. Beeman, TW. Sharkey, Business Horizons, in Kinicki and Kreitner, p. 276.