The document discusses the concept of power and influence in organizational behavior, defining how individuals can affect the actions and decisions of others through various means such as personal characteristics and positional authority. It outlines political behaviors that can be beneficial or detrimental to organizations and highlights methods for effectively influencing others while managing relationships. Key tactics include forming coalitions, managing impressions, and leveraging authority to achieve personal or organizational goals.

2. .

4. The ability of one person to get another person to do
something that he or she would not normally do.
Ability to influence the behavior of others with or without
resistance.
Having control over on something
the right to influence another person
the process of affecting the thoughts, behaviour, and
feelings of another person

5. the exercise of that
the capability to get
someone to do
capability
something
power in action
the potential to influence
a transaction in which
(Robert Dahl): A has
person B is induced by
power over B to the
person A to behave in
extent that he can get B
a certain way
to do something B
would not otherwise do

6. Motive: to satisfy
personal interests
Personal
Characteristics
Successful influence
(had desired effect)
POWER
Organizational
Position
Unsuccessful influence
(did not have desired
effect)
Motive: to satisfy
organizational goals

7. That stem from a person
position in an organization.
That stem from personal
characters

8. The power to control and use organizational
resources to accomplish goals
The power to give pay rises, per motions, praise,
Interesting projects and other rewards to
subordinates.

9. The power to give or with
hold punishment such as
suspension, termination, or
even the withholding praise
or good will.
That stem to access to and
control over information

10. That stem from superior ability or expertise
That stem from being liked, admired, or respect,

11. may guarantee simple
most effective, but also most compliance, but we want to
difficult to achieve because it avoid bringing Ivan to the party.
requires longevity.
is a possibility but limited in its
requires the constant
scope (i.e. grades).
demonstration of knowledge
and skill (you may also have
to relinquish some control ) just gets ugly. You didn’t do
what I want so I’m going to do
this to you…

12. Be polite and clear.
Explain reasons when requesting
something from your staff.
Respond to concerns of staffers
Use legitimate authority.

14. Attempts to influence others using discretionary
behaviours to promote personal objectives
Discretionary behaviours -- neither explicitly
prescribed nor prohibited
Politics may be good or bad for the organization

15. Managing
impressions
Controlling
information
Attacking &
blaming
Forming
coalitions
Cultivating
networks
Creating
obligations

16. 





political behavior consists of normal,
every-day politics: forming coalitions
bypassing the chain of command
complaining to your supervise or developing
outside contacts through professional
activities






Political behavior is so
extreme that it violates
the rules of the game
Sabotage
whistle-blowing
symbolic protests

17.  a tactic
used to gain the goodwill of another group
doing favors.
The process of forming relationships with influential
people
A tactic used to control others or build status

18. Create a favorable image your accomplishments.
the process of individuals banning together to
achieve a to; oppose or support a proposed policy or
change.
is blaming and attacking others when things go
wrong or not working
individuals make themselves necessary to the
organization.