© 2008The McGraw-Hill Companies, Inc. All rights reserved. Influence, Empowerment, and Politics...
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Transcript of © 2008The McGraw-Hill Companies, Inc. All rights reserved. Influence, Empowerment, and Politics...
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
ChapterChapter 15 15
Influence, Empowerment,
and Politics
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Ch. 15 Learning Objectives
1. Explain the concept of mutuality of interest2. Name at least three “soft” and two “hard”
influence tactics, and summarize the practical lessons from influence research.
3. Identify and briefly describe French and Raven’s five bases of power, and discuss the responsible use of power.
4. Define the term empowerment, and explain why it is a matter of degree.
15-2
Ch. 15 Learning Objectives
5. Explain why delegation is the highest form of empowerment, and discuss the connections among delegation, trust, and personal initiative.
6. Define organizational politics and explain what triggers it.
7. Distinguish between favorable and unfavorable impression management tactics.
8. Explain how to manage organizational politics.
15-3
The Tug-of-War between Self-Interest and
Mutuality of Interest
Influence tactics
Organizationalcontributors• Individuals
• Groups
Self-Interest
Political
tactics
Mutuality ofInterest(organizationaleffectiveness)
Empowerment
Motivation
Team building
Communication
Leadership
Climate of Destructive
Competition and Suspicion
Climate of Openness, Cooperation, and
Trust
15-4
“Soft” Influence Tactics
Rational persuasion: Using logical arguments and facts to persuade another that a desired result will occur.Inspirational Appeal: Arousing enthusiasm by appealing to one’s values and beliefsConsultation: Asking for participation in decision making or planning a changeIngratiation: Getting someone to do what you want by putting that person in a good mood or getting him or her to like you.Personal appeal: Appealing to feelings of loyalty and friendship before making a request 15-5
“Hard” Influence Tactics
Exchange:: Promising some benefits in exchange for complying with a request.Coalition Building: Persuading by seeking the assistance of others or by noting the support of others.Legitimating: Pointing out one’s authority to make a request or verifying that it is consistent with prevailing organizational policies and practices.Pressure: Seeking compliance by using demands, threats, or intimidation.
15-6
Commitment - a strong positive response• The person will agree and carry out the
request because they truly believes it is the right or best thing to do
Compliance – completion of request• The person will agree only because there is
something positive in it for him/her or something negative will happen if they don’t
Resistance - a strong negative response• Request will be disregarded, influence attempt
is unsuccessful
Outcomes of Influence Attempts
15-7
Test Your Knowledge
1. Consultation2. Rational
Persuasion3. Inspirational
appeals4. Ingratiation5. Pressure6. Coalition
A. CommitmentB. ComplianceC. Resistance
For each influence tactic identify the most likely outcome.
15-8
Power Concepts
Social Power: The ability to get things done with human, informational, and material resources
• Power is not power OVER others• Power is the ability to GET THINGS DONE
15-9
Personalized Power
• used for personal gain
Socialized Power•used to create motivation•used to accomplish group
goals
Power Concepts
15-10
Test Your Knowledge
Jarrett has a strong need for power. He enjoys the challenge of making difficult decisions that have a major impact on the organization. At times he makes decisions that have negative consequences for himself and his team but are good for the larger organization. Jarrett….
a. Plays politics to get what he wantsb. Has personalized powerc. Demonstrates socialized power and mutuality of
interestd. Is driven to protect his self-interests
15-11
Sources of Power
Position – derived from one’s position and status within the organization
•Reward: If you do it I’ll give you something
•Coercive: If you don’t do it something bad will happen
•Legitimate: Do it because the boss asks you to•Can be positive or negative
15-12
Sources of Power
Personal – derived from one’s personal characteristics, relationship with others, and behavior towards others
•Expert: Do it because I know a lot about this subject
•Referent: Do it because you like me
15-13
Test Your Knowledge
Which strategy would be most effective in each situation?1.Upward influence2.Peers3.Downward
What is the best combination of strategies?
a.Reward b.Coercivec. Legitimated.Experte.Referent
15-14
EmpowermentEmpowerment sharing varying degrees of power with lower-level employees to tap their full potential
15-15
The Evolution of Power: From Domination to Delegation
None
High
Deg
ree o
f Em
pow
erm
en
t
Domination Consultation Participation Delegation
Influence Sharing
Manager/leader consults
followers when making
decisions
Power Sharing
Manager/leader and followers
jointly make decisions
Power Distribution Followers are
granted authority to
make decisions
Authoritarian Power
Manager/leader impose decisions
15-16
Participative Management
Participative Management the process whereby employees play a direct role in:
• Setting goals• Making decisions• Solving problems• Making changes in the
organization
Participative Management can promote: (name three OB concepts)
15-17
Delegation
Delegation granting decision-making authority to people at lower levels
How can delegation be used effectively?
Why are managers often reluctant to delegate? 15-18
DelegationBarriers to Delegation include:• Belief in the fallacy “if you want something done
right, do it yourself”• Lack of confidence/trust in lower levels• Low self-confidence• Fear of being called lazy• Vague job definition• Fear of competition from those below• Reluctance to take risks involved in depending
on others• Lack of controls that provide early warning of
problems with delegated duties• Poor example set by bosses who do not delegate 15-19
Randolph’s Empowerment Model
The Empowerment Plan
Share Information
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
15-21
Organizational PoliticsOrganizational Politics intentional enhancement of self-interest…but the self-interest should be aligned with the org’s interests
“Politics isn’t about winning at all costs. It’s about maintaining relationships and getting results at the same time.” --John Eldred, MGMT Professor & Consultant, Kingston U. UK.
15-22
Uncertainty Triggers Political Behavior
Sources of Uncertainty:
1) Unclear objectives2) Vague performance
measures3) Ill-defined decision
processes4) Strong individual or
group competition5) Any type of change
15-23
Test Your Knowledge
Given what we know about causes of political behavior, who would be most likely to engage in self-interested politics?
a. A new, relatively young employee starting out her career or
b. An older, more established employee.
a. Employee’s whose pay and promotion are based on their manager’s rankings of them
b. Employee’s whose pay and promotion are based on an established, known set of standards
1.
2.
15-24
Levels of Political Action in Organizations
Network Level
Coalition Level
Individual Level
Distinguishing Characteristics
Cooperative pursuit of general self-interests
Cooperative pursuit of group interests in specific issues
Individual pursuit of general self-interests
15-25
Political TacticsFor each tactic, estimate the effectiveness of using this tactic to promote organizational objectives
1. Highly unlikely to be effective
2. May or may not be effective
3. Highly likely to be effective
1) Attacking or blaming others
2) Using information as a political tool
3) Creating a favorable image (impression management)
4) Developing a base of support
5) Praising others (ingratiation)
6) Forming political coalitions with strong allies
7) Associating with influential people
8) Creating obligations (reciprocity)15-26
Are You Politically Naïve, Sensible, or a Political Shark?
Bully; misuse information,
cultivate and use “friends” and other contacts
Manipulate; use fraud and deceit when necessary
Self-serving and predatory
Politics is an opportunity
Sharks
Negotiate, bargain
Network; expand connections; use system to give
and receive favors
Further departmental
goals
Politics is necessary
Sensible
None—the truth will win out
Tell it like it is
Avoid it at all costs
Politics is unpleasant
Naïve
Favorite tactics
Techniques
Intent
Underlying attitude
Characteristics
15-27
How to Keep Organizational Politics Within Reasonable Bounds
Screen out overly political individuals at hiring timeCreate and open-book management systemMake sure every employee knows how the business works and has a personal line of sight to key resultsHave nonfinancial people interpret periodic financial and accounting statements for all employeesEstablish formal conflict resolution and grievance processesAs an ethics filter, do only what you would feel comfortable doing on national televisionPublicly recognize and reward people who get real results without political games
15-28