Bo Kyung Bae Management of Organization 17 Organizational Behavior 16 강, 17 강 Communicating in...

Bo Kyung Bae

Management of Organization 17

Organizational BehaviorOrganizational Behavior

1616 강강 , 17, 17 강강

Communicating in the Internet Age Communicating in the Internet Age (Chapter 12)

&Influence Power, and Politics An Influence Power, and Politics An

Organizational Survival KitOrganizational Survival Kit (Chapter 13)

Bo Kyung Bae


상호교류분석 (Transactional Analysis)

E. Berne (1970) 공존 , 소유하는 세가지 상태

– Child: 복종 / 순종 , 반항– Adult: 이성 , 지기통제력 , 엄격 , 올바름 , 인간관계의 핵– Parents: 보호 , 감독 , 규칙 / 제도를 지키도록 강요

의사소통의 효율성 상대편의 세가지 상태 중 정확하게 선택한 후 발언

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단순교류 복합교류교차교류

Bo Kyung Bae


들어가기 전에…

Contents of the Chapter– Influencing Others– Social Power and Empowerment– Organizational Politics and Impression

Management Compare the Definition

– Influence, Power, Authority, Politics, Leadership

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Chapter Thirteen OutlineChapter Thirteen Outline

Influencing OthersInfluencing Others•Nine Generic Influences•Three Influence Outcomes•Practical Research Insights•Strategic Alliances and Reciprocity

Social Power and EmpowermentSocial Power and Empowerment•Five Bases of Power•Practical Lessons from Research•Employee Empowerment•Making Empowerment Work

Organizational Politics and Impression Organizational Politics and Impression ManagementManagement• Definition and Domain of Organizational Politics• Impression Management• Keeping Organizational Politics in Check

Bo Kyung Bae


Name five “soft” and four “hard” influence tactics and summarize the practical lessons from influence research.

Identify and briefly describe French and Raven’s five bases of power.

Define the term empowerment and explain how to make it succeed.

Define organizational politics and explain what triggers it, and specify the three levels of political action in organizations.

Distinguish between favorable and unfavorable impression management tactics.

Explain how to manage organizational politics.

Learning Objectives

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Nine Generic Influence TacticsNine Generic Influence Tactics

1.1. Rational persuasionRational persuasion. 2.2. Inspirational appealsInspirational appeals..

3.3. ConsultationConsultation..

4.4. IngratiationIngratiation.

5.5. Personal appealsPersonal appeals. 6.6. ExchangeExchange

7.7. Coalition tacticsCoalition tactics

8.8. PressurePressure

9.9. Legitimating tacticsLegitimating tactics

Influencing Others

Soft

Hard

Friendlier

Coercive

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Five Bases of PowerFive Bases of Power• Reward power:Reward power: Promising or granting rewards.

• Coercive power:Coercive power: Threats or actual punishment.

• Legitimate power:Legitimate power: Based on position or formal authority.

• Expert power:Expert power: Sharing of knowledge or information.

• Referent power:Referent power: Power of one’s personality (charisma).

Social Power and Empowerment

Bo Kyung Bae


How Much Power Do You Have?How Much Power Do You Have?•Are you surprised by your “power profile,” as indicated by this instrument? Explain.

• Is it possible to get a realistic and valid assessment of one’s power with a self-report instrument such as this? Are selective perception and self-serving bias problems? Explain.

•Which source of power works best in today’s workplaces? Which is the worst? Explain.

• Why do leaders with great referent power (charisma) tend to come to a bad end (e.g. Joan of Arc, John F. Kennedy, and Martin Luther King, Jr.). Charisma, anyone?

•As a manager, what can and should you do to use your power responsibly and ethically?

Hands-on Exercise

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Randolph’s Empowerment Randolph’s Empowerment Model

The Empowerment Plan

Create AutonomyThrough Structure

Let Teams BecomeThe Hierarchy

Remember: Empowerment is not magic;it consists of a few simple steps and a lot of persistence.

Share Information

Making Empowerment Work

Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer.

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Organizational Politics and Organizational Politics and Impression ManagementImpression Management

•Organizational politics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.”•Political behavior Triggered by Uncertainty - 5 common sources of uncertainty

1. Unclear objectives2. Vague performance measures3. Ill-defined decision processes4. Strong individual or group

competition5. Any type of change

CooperativeCooperative pursuit of generalgeneral self-interestsCooperativeCooperative pursuit of groupgroup interests in specificspecific issuesIndividualIndividual pursuit of generalgeneral self-interests

Network Level

Coalition Level

Individual Level

•Levels of Political Actions in Organizations

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Political Tactics:Political Tactics:1. Attacking or blaming others.2. Using information as a political tool3. Creating a favorable image.4. Developing a base of support.5. Praising others (ingratiation).6. Forming power coalitions with strong allies.7. Associating with influential people.8. Creating obligations (reciprocity).

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Impression Management: getting others to see us in a certain manner.

Impression Management

Four motives for intentionally looking bad at work:– Avoidance– Obtain concrete rewards– Exit– Power Five unfavorable upward impression management tactics:– Decreasing performance– Not working to potential– Withdrawing– Displaying a bad attitude– Broadcasting limitations

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What do we need to know about power.

1. Under what conditions is power used in decision making.

2. How do we diagnose points of view on issues.

3. Where does power come from : why do some have more than others. – how do we get more

4. How does power get employed? What are the strategies and tactics for its use.

5. What are the effects of power on organizational innovation and change?

“Managing with Powerby Jeffrey Peffer (1995)”

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Our ambivalence about power

Statement % of expressing moderate

or story agreement

a. The existence of workplace politics is

common to most organizations. (93.2%)

b. politics help organizations function effectively. (42.1%)

c. Top management should try to get rid of politics in the organization. (48.6%)


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Perspectives on Decisions

A decision , by itself, change nothing At the time a decision is made, no one knows if it

is correct or not For most decisions, we spend more time with the

consequences of the decision than we do making it.

Therefore, it is fair to say that effective managers and leaders are those who are successful in managing the consequences of choice.


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When is power used?

Interdependence Resource scarcity Differences in point of view Importance of the issue


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Managing: a power and influence Perspective

1. Determine What you are trying to accomplish; what your goals are

2. Assess who the other major relevant actors are; diagnose the pattern of dependence and interdependence

3. Determine the points of view or positions on issues of these people

4. Assess what their power bases are5. Determine what sources of power you have, and

what power bases you can develop6. Review possible influence strategies and the costs

and benefits of each


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Diagnosing points of view on decisions

Education Personal background Previous work experience Current job role of position Reward system


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Source of power: where power comes from Control over resources

– Budgets– Facilities– Things people want and need

Allies Location in the communication network

– Physical location– Task-related interdependence and interaction

Formal authority Reputation for having power Performance the ability to get things done Being in a powerful unit

– Unity– Ability to cope with critical problems– Being irreplaceable

Individual attributes


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Individual attributes that are sources of power

Energy and physical stamina Focus Sensitivity to others Flexibility Ability to tolerate conflict Submerging one’s ego and getting

along


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Political Strategies and tactics Timing:

– First mover, – Delay, – Waiting, – Deadlines, – Order of consideration, – Propitious moments( 호의적인 )

Information and analysis The outside expert Organizational design and redesign

– Divide and conquer– Expansion of one’s domain– Task forces, committees, and cooptation

Language, symbols, ceremonies, and settings – the use of emotions

Framing: how we look at things affects how they look – Contrast – Commitment– Scarcity

Interpersonal influence– Social proof– Linking & Ingratiation( 영합 )


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Key Terms 4

1. Availability heuristic2. Brainstorming3. Delphi Technique4. Escalation of commitment5. Judgmental heuristics6. Nominal group technique7. Representativeness heuristi

c8. Cross—functionalism9. Group cohesiveness10. Groupthink11. Self-managed teams12. Social loafing13. Virtual team14. Added-value negotiation 15. alternative dispute resolutio

n

1. Devil’s advocacy2. Dialectic method3. Empowerment4. Expert power5. Impression

management6. Legitimate power7. Organizational politics8. Referent power9. Reward power10. Social power11. Leadership prototype12. Servant-leadership13. Transactional leadership14. Transformational

leadership15. Level 5 Leadership

Bo Kyung Bae Management of Organization 17 Organizational Behavior 16 강, 17 강 Communicating in...

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