This document discusses power and influence in organizations. It defines power as the ability to influence others and influence as any behavior that attempts to alter someone's attitudes or behavior. It identifies different sources of power like legitimate, reward, coercive, expert and referent power. It also discusses contingencies of power like substitutability, centrality, discretion and visibility. The document outlines different tactics of influence like information control, assertiveness, coalition formation, impression management, persuasion, upward appeal and exchange. It defines organizational politics as self-serving behaviors intended to gain personal advantage at the expense of others. Conditions that support politics include scarce resources, complex decision making and tolerance of political behavior within the organization.

1. ORGANIZATION BEHAVIOR

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. 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. 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. Sources
of power
Sources
of power
 Legitimate
 Reward
 Coercive
 Expert
 Referent
Power over
others
Contingencies
of power
 Substitutability
 Centrality
 Discretion
 Visibility

6. Contingencies of Power
Contingencies
of Power
Substitutability
Centrality
Discretion
Visibility
Power
over others
Sources
of Power

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. 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. 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. 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. 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. 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. 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. Conditions
Supporting
Organizational
Politics
Scarce
Resources
Complex and
Ambiguous
Decisions
Tolerance of
Politics
Organizational
Change

15. Leaders as
role models
Manage
team norms
Free flowing
information
Manage change
effectively
Introduce
clear rules
Support
values that
oppose politics