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BA 520 Chapter 12 Powerpoint
- 1. Because learning changes everything.® Angelo Kinicki Behavior Organizational A Practical, Problem-Solving Approach 3e CHAPTER 12 Power, Influence, and Politics © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
- 2. © McGraw Hill After reading this chapter you should be able to: 12.1 Understand the basic forms of power. 12.2 Empower yourself and others. 12.3 Describe and implement various influence tactics. 12.4 Apply the main forms of organizational politics. 12.5 Determine how to implement effective impression management. 12.6 Describe the implications of power, influence, and politics for you and managers.
- 3. © McGraw Hill What Is Power? The ability to marshal human, informational, and other resources to get something done. • Concerned with influencing others.
- 4. © McGraw Hill Figure 12.2 The Five Bases of Power
- 5. © McGraw Hill Figure 12.4 Bases of Power: Commitment versus Compliance Individuals have three primary responses to power. • Resistance. • Compliance. • Commitment. Access the text alternate for slide image.
- 6. © McGraw Hill Bases of Power and Effectiveness Generally, different bases of power affect important outcomes such as job performance, job satisfaction, and turnover. • Expert and referent power have a generally positive effect. • Reward and legitimate power have a slightly positive effect. • Coercive power has a slightly negative effect.
- 7. © McGraw Hill Test Your OB Knowledge 1 Gina promised her employees that if they reached the goal of fewer than five customer complaints during December, she would give them each a $500 gift card. What type of power is Gina using and what is her likely result? A. using coercive, result is commitment. B. using positive legitimate, result is compliance. C. using expert, result is resistance. D. using referent, result is commitment. E. using reward, result is compliance.
- 8. © McGraw Hill Power Sharing and Empowerment What is empowerment? • Efforts to enhance employee performance, well-being, and positive attitudes by: • Giving employees greater influence. • Use of centralized management practices. Empowerment means: • Structural: Job redesign to transfer of power to employees. • Psychological: Through enhancing self-efficacy and intrinsic motivation.
- 9. © McGraw Hill Figure 12.6 The Evolution of Power from Domination to Delegation Access the text alternate for slide image.
- 10. © McGraw Hill Psychological Empowerment Occurs when we feel a sense of: • Meaning from our work. • Competence in our ability to perform. • Self-determination: degree of control over how we perform our jobs. • Impact at work: the difference our efforts make.
- 11. © McGraw Hill Figure 12.7 Inputs and Outcomes of Psychological Empowerment Across Organizational Levels The levers of empowerment operate across all levels of the organization. SOURCE: Maynard, M. Travis, Lucy L. Gilson, and John E. Mathieu. “Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research.” Journal of Management 38, no. 4 (2012): 1231–1281. https://doi.org/10.1177/0149206312438773. Access the text alternate for slide image.
- 12. © McGraw Hill Test Your OB Knowledge 2 John is asking advice about how to effectively empower his employees. Which of the following is NOT good advice? A. Only share responsibilities with those who are competent to do what is necessary. B. A manager needs to be careful when empowering employees because it will decrease the manager’s power. C. Use job design and the job characteristics model as a way of empowering employees. D. The extent to which employees have positive self- evaluations will enhance their sense of empowerment. E. A common element of empowerment involves pushing decision-making authority down to lower levels.
- 13. © McGraw Hill Influencing Others Common influence tactics to affect changes in others. Soft tactics. • Rational persuasion. • Inspirational appeals. • Consultation. • Ingratiation. • Personal appeals. Hard tactics. • Exchange. • Coalition tactics. • Pressure. • Legitimizing tactics.
- 14. © McGraw Hill Match Tactics to Desired Outcomes • Rely on the core. • Be believable and trustworthy. • Consult rather than legitimate. • Expect little from schmoozing. • Be subtle. • Learn to influence.
- 15. © McGraw Hill Effectively Influencing Others Six principles of persuasion: 1. Liking 2. Reciprocity 3. Social proof 4. Consistency 5. Authority 6. Scarcity Use the above in combination, for maximum effectiveness.
- 16. © McGraw Hill Test Your OB Knowledge 3 Rachel believes using soft influence tactics is more effective than using hard tactics. Which of the following tactics is Rachel most likely to use? A. basing requests on her authority. B. getting others to support her efforts to persuade someone. C. using intimidation and threats. D. building enthusiasm by appealing to her employees’ emotions. E. making explicit promises.
- 17. © McGraw Hill Political Tactics and How to Use Them Organizational politics. • Intentional acts of influence to enhance or protect the self- interest of individuals or groups that are not endorsed by or aligned with those of the organization. Some key causes of political behavior: • Organizational justice. • Trust in co-workers. • Negative affect.
- 18. © McGraw Hill Uncertainty and Political Behavior Uncertainty: may trigger political behaviors • Sources of uncertainty. • Unclear objectives. • Vague performance measures. • Ill-defined decision processes. • Strong individual or group competition. • Any type of change.
- 19. © McGraw Hill Frequently Used Political Tactics • Building a network of useful contacts. • Using key players to support initiatives. • Making friends with power brokers. • Bending the rules to fit the situation. • Self-promotion. • Creating a favorable image. • Praising others. • Attacking or blaming others. • Using information as a political tool.
- 20. © McGraw Hill Failure, Blame, and Politics How one responds to underperformance—failure— is very important if you are to preserve your influence. • Blame for failures can be assigned to others or oneself, or denied.
- 21. © McGraw Hill Figure 12.8 Levels of Political Action Jump to Appendix 4 for description
- 22. © McGraw Hill How Political Should I Be? Individuals who are highly political: • Run the risk of being called self-serving. • May lose credibility. • May be considered poor team players. Individuals who are strictly non-political: • May experience slower promotions. • May feel left out. • May be considered poor team players.
- 23. © McGraw Hill Test Your OB Knowledge 4 Mike is involved in a group at work responsible for getting the company parking lot repaired and expanded. What level of political action is Mike likely a part of? A. coalition level. B. safety committee level. C. network level. D. individual level. E. long-term level.
- 24. © McGraw Hill Impression Management We engage in impression management daily, so what is it? Any attempt to control or manipulate the images related to a person, organization, or idea using: • Speech. • Behavior. • Appearance.
- 25. © McGraw Hill Power of a Good Impression: You Only Have One Chance How does one make a good impression? • Set an intention. • Consider your ornaments. • Remember your body speaks. • Bust bad moods and bad days. • Be interested to be interesting.
- 26. © McGraw Hill Impression Management Tactics Favorable upward impression- management tactics A moderate amount of upward impression management is a necessity for the average employee today. • Job-focused. • Supervisor-focused. • Self-focused.
- 27. © McGraw Hill Test Your OB Knowledge 5 Janice would like to make a good impression when she goes on an interview next week. Janice should do all of the following EXCEPT: A. make sure to wear flashy jewelry so she is noticed. B. be aware of nonverbal cues. C. be in a good mood. D. present information about job performance in a favorable light. E. come across as nice and polite.
- 28. © McGraw Hill Power, Influence, and Politics: Putting It All in Context Figure 12.9 The Organizing Framework for Understanding and Applying OB © 2021 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors. Access the text alternate for slide image.
- 29. Because learning changes everything.® www.mheducation.com © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
- 30. © McGraw Hill Accessibility Content: Text Alternates for Slide Images.
Editor's Notes
- Power: the discretion and the means to enforce your will over others. Power is all about influencing others. The more influence you have, the more powerful you are, and vice versa. Power should be accepted as a natural part of any organization.
- Legitimate power: obtaining compliance through formal authority. Legitimate power may be expressed either positively or negatively. Positive legitimate power focuses constructively on job performance. Negative legitimate power tends to be threatening and demeaning to those being influenced. Reward power: obtaining compliance with promised or actual rewards. Coercive power: obtaining compliance through threatened or actual punishment. Expert power: obtaining compliance through one’s valued knowledge or information. Referent power: when one’s personal characteristics and social relationships become the reason for compliance. One’s network of relationships can be a source of referent power, as can one’s reputation. Referent power can be used in marketing programs or to target new sales.
- People tend to have three primary reactions to our attempts to manage and otherwise influence them—resistance, compliance, and commitment. There are many forms and degrees of resistance, ranging from being passive-aggressive to sabotaging. People who display compliance do only what is expected and exert no extra effort and provide no extra input. People who display commitment believe in the cause and often go above and beyond to assure its success. Leaders who do not use their power responsibly risk losing it. It is important for managers to understand the difference between commitment and mere compliance. Reward, coercive, and negative legitimate power tend to produce compliance and sometimes resistance. Positive legitimate power, expert power, and referent power tend to foster commitment. Commitment is superior to compliance because it is driven by internal or intrinsic motivation. Employees who merely comply require frequent “jolts” of power from the boss to keep them going.
- The answer is E. Gina is using reward power and the result will be compliance.
- Empowerment: efforts to enhance employee performance, well-being, and positive attitudes. Empowerment has been shown to favorably influence many outcomes in the Organizing Framework, such as job satisfaction, organizational commitment, performance, turnover, and employee stress. Empowerment is becoming a necessity because of the time constraints placed on managers.
- Structural empowerment: based on transferring authority and responsibilities from management to employees. Managers can boost employee empowerment by changing policies, procedures, job responsibilities, and team designs. Decision-making authority and other broader responsibilities should only be shared with those who are competent to do what is necessary. Empowerment is not a zero-sum game where one person’s gain is another’s loss—sharing power is a means for increasing your own power. Empowerment is a matter of degree, not an either-or proposition. Figure 12.6 illustrates how power can be shifted to the hands of non-managers step by step. A common element of empowerment involves pushing decision-making authority down to lower levels. The degree of power-sharing should match the needs of the situation and the capabilities of the individuals or teams involved.
- Psychological empowerment: when employees feel a sense of meaning, competence, self-determination, and impact at work. Meaning: belief that your work values and goals align with those of your manager, team, or employer. Competence: personal evaluation of your ability to do your job. Self-determination: sense that you have control over your work and its outcomes. Impact at work: feeling that your efforts make a difference and affect the organization. While structural empowerment draws on job design and characteristics, psychological empowerment is related to self-efficacy and intrinsic motivation. Psychological empowerment deals with employees’ perceptions or cognitive states regarding empowerment. Recent research and practice have shown that the same four elements that foster psychological empowerment for individuals apply to teams and organizations.
- The levers presented in Figure 12.7 can be used to influence empowerment across all levels of an organization. Structural empowerment is an input to psychological empowerment since job characteristics, policies, and practices can either facilitate or impede the feelings of empowerment. Individual differences, such as the extent to which employees have positive self-evaluations, psychological capital, and a need for achievement, likely enhance the sense of empowerment. Managerial support, leadership, and organizational support through resource availability foster psychological empowerment. Outcomes of empowerment include performance, organizational citizenship behavior, job satisfaction, turnover intentions, creativity, and stress.
- The answer is B, a manager needs to be careful when sharing power by empowering employees as it will decrease the manager’s power.
- Influence tactics: conscious efforts to affect and change a specific behavior in others. Generic influence tactics that can be used in all directions (i.e., downward, upward, or lateral) include soft tactics and hard tactics. Soft tactics, which are friendlier and not as coercive as some influence tactics, include: Rational persuasion: trying to convince someone with reason, logic, or facts. Inspirational appeals: trying to build enthusiasm by appealing to others’ emotions, ideals, or values. Consultation: getting others to participate in planning, making decisions, and changes. Ingratiation: getting someone in a good mood before making a request; being friendly, helpful, and using praise, flattery, or humor. Personal appeals: referring to friendship and loyalty when making a request. Hard tactics involve more overt pressure than some influence tactics. Hard tactics include: Exchange: making express or implied promises and trading favors. Coalition tactics: getting others to support your effort to persuade someone. Pressure: demanding compliance or using intimidation or threats. Legitimating tactics: basing a request on one’s authority or right, organizational rules or policies, or express or implied support from superiors.
- Rely on the core. Core influence tactics—rational persuasion, consultation, collaboration, and inspirational appeals—are most effective at building commitment. Do not rely on pressure and coalition tactics. In one study, managers who were not very effective at using downward influence relied most heavily on inspiration (an effective tactic), ingratiation (a moderately effective tactic), and pressure (an ineffective tactic). More generally, you are well served to: Be believable and trustworthy. Credible people tend to be the most persuasive. Consult rather than legitimate. Some employees are more apt to accept change when managers rely on a consultative strategy and are more likely to resist change when managers use a legitimating tactic. Expect little from schmoozing. Ingratiation improved short-term sales goal achievement but reduced it in the long term in a study of salespeople.. Schmoozing can help today’s sales but not tomorrow’s. Be subtle. Subtle flattery and agreement with the other person’s opinion (both forms of ingratiation) were shown to increase the likelihood that executives would win recommendations to sit on boards of directors. Learn to influence. Research with corporate managers of a supermarket chain showed that influence tactics can be taught and learned. Managers who received 360-degree feedback on two occasions regarding their influence tactics showed an increased use of core influence tactics.
- Experiments by Robert Cialdini and others have identified six principles for influencing people. These principles are based on the idea that people have fundamental responses, and if your efforts align with these responses, your influence increases. Liking: people tend to like those who like them. Reciprocity: the belief that good and bad deeds should be repaid in kind. Social proof: people tend to follow the lead of those most like themselves. Consistency: people tend to do what they are personally committed to do. Authority: people tend to defer to and respect credible experts. Scarcity: people want items, information, and opportunities that have limited availability.
- The answer is D, building enthusiasm by appealing to her employees’ emotions.
- Organizational politics: Organizational politics focus on self-interests, which may or may not serve the organization’s interests. Organizational politics are positive if political action helps an organization adapt or if they counter when bad actors create organizational goals and objectives to suit their own interests. Organizational politics can negatively affect outcomes across all three levels in the Organizing Framework.
- Uncertainty as a result of unclear objectives, vague performance measures, ill-defined decision processes, strong individual or group competition, or any type of change, is often a cause of political actions.
- Table 12.2 in the text, (and from which this slides content is derived from) describes commonly used political tactics such as building a network of useful contacts; using “key players” to support initiatives; making friends with power brokers; bending the rules to fit the situation; self-promotion; creating a favorable image; praising others (ingratiation); attacking or blaming others; or using information as a political tool. Using networks is a positive use of politics, while blaming others is a less-than-positive tactic. People tend to assign blame for failures by blaming others, blaming oneself, or denying blame. Assigning blame correctly is important not only to preserve your influence, but also to help guide your future behavior. Building a network of useful contacts - Cultivating a support network both inside and outside the organization. Using “key players” to support initiatives - Getting prior support for a decision or issue; building others’ commitment via participation. Making friends with power brokers - Teaming up with powerful people who can get results. Bending the rules to fit the situation - Interpreting or (not) enforcing rules to serve your own interests. Using self-promotion - Blowing your own horn, but not doing the same for others’ accomplishments. Creating a favorable image (also known as impression management, discussed next) - Dressing for success; adhering to organizational norms and drawing attention to your successes and influence; taking credit for others’ accomplishments. Praising others (ingratiation) - Making influential people feel good (brownnosing). Attacking or blaming others - Avoiding or minimizing association with failure; scapegoating; reducing competition for limited resources. Using information as a political tool - Withholding or distorting information; obscuring an unfavorable situation by overwhelming superiors with information.
- Figure 12.8 illustrates three different levels of political action: the individual level, the coalition level, and the network level. Coalition: an informal group bound together by the active pursuit of a single issue. Coalitions may or may not coincide with formal group membership and will disband when the target issue is resolved. Political coalitions have “fuzzy boundaries,” meaning they are fluid in membership, flexible in structure, and temporary in duration. Networks are loose associations of individuals seeking social support for their general self-interests. Networks are people-oriented, while coalitions are issue-oriented, and networks have broader and longer-term agendas than do coalitions.
- Managers are naïve to believe that organizational politics can be eliminated, but political maneuvering can and should be managed to keep it constructive and within reasonable bounds. An individual’s degree of political-ness is a matter of personal values, ethics, and temperament. People who are either strictly nonpolitical or highly political generally pay a price for their behavior. A moderate amount of prudent political behavior generally is considered a survival tool in complex organizations.
- The answer is A, coalition level.
- Impression management: any attempt to control or manipulate the images related to a person, organization, or idea. Impression management encompasses things such as speech, behavior, and appearance. It can be aimed at anyone—parents, teachers, peers, employees, and customers are all fair game.
- To make a good first impression, you should: Set goals for networking events. Consider the message that your jewelry, makeup, and clothes send. Pay attention to your nonverbal communication. Manage your emotions and mood. Be interested to be interesting.
- Favorable upward impression management techniques include job-focused, supervisor-focused, and self-focused techniques. A moderate amount of upward impression management is a necessity to make sure your valuable contributions are not overlooked, but people run the risk of being branded a “schmoozer” or a “phony” with too much impression management.
- The answer is A, make sure to wear flashy jewelry so she is noticed.