10 Organizational Behavior core concepts Power and Politics: How People Influence One Another 10-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved Learning Objectives • List influence tactics and outcomes, and summarize research conclusions about the effectiveness of the tactics • Describe five bases of power, and give examples of how they are related to work outcomes • Discuss how to make employee empowerment succeed 10-3 Learning Objectives • Define organizational politics, explain what triggers it, and describe its use in organizations • Distinguish between favorable and unfavorable impression management tactics • Explain how to manage organizational politics 10-4 Generic Influence Tactics 10-5 Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Pressure Legitimating tactics Three Influence Outcomes Commitment – substantial agreement followed by initiative and persistence in pursuit of common goals Compliance – reluctant agreement requiring subsequent prodding to satisfy minimum requirements Resistance – stalling, unproductive arguing, or outright rejection 10-6 Practical Research Insights • Commitment is more likely when people rely on strong rational persuasion and not rely on pressure and coalition tactics • Ingratiation (making the boss feel good) can slightly improve your performance appraisal results 10-7 Practical Research Insights • Commitment is more likely when the influence attempt involves something important and enjoyable • Credible people tend to be the most persuasive • Unfair influence tactics were associated with greater resistance among employees 10-8 Creating Strategic Allies • • • • 10-9 Mutual respect Openness Trust Mutual benefit How to Do a Better Job of Influencing and Persuading Others • Reciprocity – almost universal belief that people should be paid back for what they – that one good turn deserves another 10-10 Five Bases of Power • Expert power – obtaining compliance through one’s knowledge or information • Referent power – obtaining compliance through charisma or personal attraction 10-14 Read an article on organizational power Employee Empowerment • Empowerment – sharing varying degrees of power with lowerlevel employees to better serve the customer 10-15 Randolph’s Empowerment Model Figure 10-1 10-16 Domain of Organizational Politics • Organizational politics – intentional acts of influence to enhance or protect the self-interests of individuals or groups 10-17 Sources of Uncertainty 10-18 Unclear objectives Vague performance measures Ill-defined decision processes Strong individual or group competition Any type of change Levels of Political Action in Organizations Figure 10-2 10-19 Question? What is a temporary groupings of people who actively pursue a single issue? A Alliance B Coalition C Association D Federation 10-20 Levels of Political Action • Coalition – temporary groupings of people who actively pursue a single issue 10-21 Political Tactics • • • • • • • • 10-22 Attacking or blaming others Using information as a political tool Creating a favorable image Developing a base of support Praising others Forming power coalitions with strong allies Associating with influential people Creating obligations Impression Management • Impression management – process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas 10-23 Favorable Impression Management • Job-focused – manipulating information about one’s performance • Supervisor-focused – praising and doing favors for one’s supervisor • Self-focused – presenting oneself as a polite and nice person 10-24 Bad Impressions Four motives for intentionally looking bad at work: • Avoidance • Obtain concrete rewards • Exit • Power 10-25 Bad Impressions Five unfavorable upward impression management tactics: • Decreasing performance • Not working to potential • Withdrawing • Displaying a bad attitude • Broadcasting limitations 10-26 How to Keep Organizational Politics within Reasonable Bounds • Screen out overly political individuals at hiring time • Create an open-book management system • Make sure every employee knows how the business works and has a personal line of sight to key results with corresponding measurable objectives for individual accountability 10-27 How to Keep Organizational Politics within Reasonable Bounds • Have non-financial people interpret periodic financial and accounting statements for all employees • Establish formal conflict resolution and grievance processes • As an ethics filter, only what you feel comfortable doing on national television • Publicly recognize and reward people who get real results without political games 10-28 ...10 Organizational Behavior core concepts Power and Politics: How People Influence One Another 10-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill... serve the customer 10-15 Randolph’s Empowerment Model Figure 10-1 10-16 Domain of Organizational Politics • Organizational politics – intentional acts of influence to enhance or protect the self-interests... Distinguish between favorable and unfavorable impression management tactics • Explain how to manage organizational politics 10-4 Generic Influence Tactics 10-5 Rational persuasion Inspirational appeals