Download Common Influence Strategies Exchange

POWER
AND
POLITICS
POWER
THE PERCEIVED
ABILITY TO
INFLUENCE
BEHAVIOR, ATTITUDES,
AND OUTCOMES

POWER
 Resides
NOT in the individual
but in the relationship of the
person to her environment

Expressed by other’s
behavior in response to
your exercise of
power
Moderators
Choice of
Influence
Strategy
Power of
Other Party
Interpersonal
Power
Reward
Punishment
Expertise
Referent
Power
Organizational
Power
Legitimate
Resources
Interdependence
Influence
Over
Others
Interpersonal
POWER
 Reward
power
 Punishment power
 Expert
 Referent
Interpersonal
POWER
Reward Power
Extent to which a manager can
use extrinsic and intrinsic
rewards to control other
people.
Interpersonal
POWER
Reward
Currencies





Money
Praise
Promotion
Work Shifts
Training
Responses
 Exchanges
 Harder Work
 Praise for
supervisor
 Loyalty
Interpersonal
POWER
Punishment

Extent to which a manager
can threaten punishment or
deny desired rewards
Interpersonal
POWER
Punishment
Currencies





Fines
Docking Pay
Rejection of self or
ideas
Sanctions
Pressure
Responses
 Generates Fear
 Sabotage
 Revenge
Interpersonal
POWER
Rewards
& Coercion
Must be Applied
Contingently -Based On Behavior
Interpersonal
POWER
Expert

Extent to which a manager
possesses knowledge,
experience, or judgment that the
other person does
not have but needs
Interpersonal
POWER
Expert
Currencies
 Holding/
Withholding of
Information
 Consultation
Responses
 Unquestioned
Obedience
 Reluctant
compliance
 Challenging
Interpersonal
POWER
Referent
Extent to which a manager
possesses personality that
captures attention, hearts and
imaginations of people

Interpersonal
POWER
Referent
Currencies
Responses
 Charisma
 Unquestioned
Obedience
 Ingratiation
 Modeling
 Friendliness
 Inspirational Appeal
Organizational
Power
Legitimate
 Knowledge
 Task
Interdependence
 Resources
Control

Organizational
POWER
Legitimate
Extent to which a manager
can or is perceived to have a
“right of command” to control
behavior of others.

Organizational
POWER
Legitimate
Currencies



Ordering
Personal
Support/Backing
Organizationally
Sanctioned Rewards/
Punishment
Responses
 Unquestioned
Obedience
 Reluctant
compliance
 Challenging
Acceptance of
Authority
There are strong tendencies among
individuals to follow the instructions
of the boss. Direct defiance within
organizational settings is quite rare.
If the tendency to follow instructions is
great and defiance is rare, then why
do so many organizations appear to
drift into apparent chaos?
Zone of
Indifference
A zone of indifference is the range of
authoritative requests to which a
subordinate is willing to respond
without subjecting the directives to
critical evaluation or judgment.
Directives falling within
the zone are obeyed.
Acceptance of
Authority
“consent of the governed”
The subordinate can and must:




Understand the directive;
Feel mentally and physically capable of carrying
out the directive;
Perceive directive is not inconsistent with the
purpose of the organization;
Perceive directive is not inconsistent with his or
her personal interests.
INDICATORS: A MANAGER'S
LEGITIMATE POWER

Intercedes favorably on behalf of
employee

Gets items on (and off) the agenda

Gets fast access to top decision makers

Maintains frequent contact with
top decision makers

Gets early information about
decisions

Eliminates road blocks or
bottlenecks for subordinates
Organizational
POWER
Task
Interdependence
Occurs When Two or More
Employees Must Depend On
Each Other to Complete
Assigned Tasks
Organizational POWER
Resource
Interdependence
The firm’s or
manager’s need
for resources that
are controlled by
others
Reasons For
Interdependence Power
Needed resources become more
scarce
 Outsiders have more control over
needed resources
 Fewer substitutes for a particular
type of resource controlled by a
limited number of outsiders

Common
Organizational
Currencies
Organizational Currencies
Traded in Exchange
Process








Resources
Assistance
Cooperation
Information
Advancement
Recognition
Network/Contacts
Personal Support/Backing
Common
Influence
Tactics
Common Influence
Strategies
Reason
Using facts and
data to support a
logical argument
Common Influence
Strategies
Friendliness
Using flattery,
goodwill, and
favorable
impressions
Common Influence
Strategies
Ingratiation
Use of friendship
for a specific
purpose
Common
Influence
Strategies
Coalition
Using relationships
with other people for
support
Common Influence
Strategies :
Bargaining
Using the
exchange of
benefits as a
basis for
negotiation
Common Influence
Strategies
Assertiveness
Using a direct
and forceful
personal
approach.
Common Influence
Strategies
Higher
Authority
Gaining higher
level support for
one’s requests.
Common Influence
Strategies
Ingratiation
Attempts to create a a
favorable mood before
making a request
Common Influence
Strategies
Sanctions
Using
organizationally
derived
punishments.
Common Influence
Strategies
Rewards
Using organizationally
derived rewards
as well as
personal
rewards
Common Influence
Strategies
Pressure
Uses time,
information,
and resource
control
Common Influence
Strategies
Consultation
Uses involvement to
co-opt others into
going along with a
specific plan
Common Influence
Strategies
Rational Persuasion
Uses logical arguments
and factual evidence
Common
Influence
Strategies
Inspirational
Appeal
Appeal to values,ideals
or aspirations to arouse
enthusiasm
Common Influence
Strategies
Exchange
Offer an exchange of
favors, share of
benefits or promise to
reciprocate at later
time.
ORGANIZATIONAL
POLITICS
ORGANIZATIONAL
POLITICS
The use of nonsanctioned
influence tactics to
promote self interests.
Positive Aspects Of
POLITICS in Negotiations
Overcome personnel inadequacies,
coping with change, and substituting
for formal authority.
 Circumvents inadequacies and gets
the job done.
 Facilitates adaptation to changes in
the environment and technology of
an organization.

Positive Aspects Of
POLITICS in Negotiations
Quicker than restructuring
 With Power breakdowns, political
actions can be used to prevent a loss
of influence.
 Maintains task continuity when
formal authority has failed

Self Protection Against
POLITICS in Negotiations
 Avoidance
 Redirection
 Buffering
 Defending
Your Turf
 Championing
Avoidance

Used when employee
can not risk being
wrong or where
actions may yield a
sanction.
 Most common
reaction is to “work
to the rules.”
Redirection


“Passing the buck” is
a common method
employees and
managers use.
Trick is to define a
task so it becomes
someone else’s formal
responsibility.
Buffering
Rigorous documentation
to rewrite history.
 If a program or project is successful,
the manager claims to have been
an early supporter.
 If a program fails, the manager
claims to be the one who expressed
serious reservations in the first
place.

Champions


Identifying a powerful champion who
wishes to promote the project helps
circumvent organizational politics
May use as his or her
“silver bullet” to also
promote themselves
and their legitimacy
Defending Turf



Organizations are collections of
competing interests that are held by
various departments and groups.
Expanding Influence
may encroach on
activities of other groups.
Managers may attempt
to expand the jobs
their groups perform.