Power and Influence (OB)

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Power and Influence (OB)

  1. 1. ORGANIZATION BEHAVIOR
  2. 2. 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
  3. 3. 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
  4. 4. Resource desired by person B Person B’s countervailing power over Person A Person A Person A’s control of resource valued by person B Person B Person A’s power over Person B
  5. 5. Sources of power Sources of power  Legitimate  Reward  Coercive  Expert  Referent Power over others Contingencies of power  Substitutability  Centrality  Discretion  Visibility
  6. 6. Contingencies of Power Contingencies of Power Substitutability Centrality Discretion Visibility Power over others Sources of Power
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. Impression Management  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
  12. 12. Resistance Compliance Commitment Silent authority Persuasion Ingratiation & Impression management Exchange Upward appeal Coalition formation Information control Assertiveness Soft influence tactics Hard influence tactics MORE
  13. 13. 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.
  14. 14. Conditions Supporting Organizational Politics Scarce Resources Complex and Ambiguous Decisions Tolerance of Politics Organizational Change
  15. 15. Leaders as role models Manage team norms Free flowing information Manage change effectively Introduce clear rules Support values that oppose politics

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