Influence, Power, and Politics: An Organizational Survival Kit Chapter Thirteen McGraw-Hill/Irwin © 2012 The McGraw-Hill Companies, Inc All rights reserved Copyright © 2012 by The McGraw-Hill Companies, Inc All rights reserved After reading the material in this chapter, you should be able to: LO13.1 Name five “soft” and four “hard” influence tactics and summarize Cialdini’s principles of influence and persuasion LO13.2 Identify and briefly describe French and Raven’s five bases of power LO13.3 Define the term empowerment and explain how to make it succeed 13-2 After reading the material in this chapter, you should be able to: LO13.4 Define organizational politics and explain what triggers it, and specify the three levels of political action in organizations LO13.5 Distinguish between favorable and unfavorable impression management tactics LO13.6 Explain how to manage organizational politics 13-3 Nine Generic Influence Tactics Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Pressure Legitimating tactics 13-4 Question? Tami has a tendency to use praise or flattery with her boss prior to making a request for her expense account approval every month Tami is using which influence tactic? A.Inspirational appeal B.Ingratiation C.Pressure D.Consultation 13-5 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 13-6 Three Influence Outcomes Resistance stalling, unproductive arguing, or outright rejection 13-7 Practical Research Insights Commitment is more likely when people rely on strong rational persuasion and not rely on pressure and coalition tactics Ingratiation improved short-term but reduced longterm sales goal achievement Subtle flattery and agreeing with the other person’s opinion were shown to increase the likelihood of executives being recommended to sit on boards of directors 13-8 Practical Research Insights Commitment is more likely when the influence attempt involves something important and enjoyable Credible people tend to be the most persuasive Employees are more apt to accept change when managers rely on a consultative strategy 13-9 How to Do a Better Job of Influencing and Persuading Others Liking people tend to like those who like them Reciprocity belief that both good and bad deeds should be repaid in kind is virtually universal Social proof people tend to follow the lead of those most like themselves 13-10 Sources of Uncertainty Unclear objectives Vague performance measures Ill-defined decision processes Strong individual or group competition Any type of change 13-26 Levels of Political Action in Organizations 13-27 Levels of Political Action Coalition an informal group bound together by the active pursuit of a single issue 13-28 Commonly Used Political Tactics 13-29 Question? Whenever things don’t go well for Duane, he is quick to shift fault to others Which political tactic is he using? A.Creating a favorable image B.Praising others (ingratiation) C.Attacking or blaming others D.Using information as a political tool 13-30 Impression Management Impression management any attempt to control or manipulate the images related to a person, organization, or ideas 13-31 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 13-32 Question? Kendall will often favors and run errands for her manager She is engaged in impression management A.Job-focused B.Supervisor-focused C.Self-focused D.Organization-focused 13-33 Bad Impressions Many employees often make bad impressions without knowing it: Doing only the minimum Having a negative mind-set Overcommitting Taking no initiative Waiting until the last minute to deliver bad news 13-34 Apologies Apologies form of trust repair where one acknowledges an offense and often offers to make amends It is a widely held norm in the United States and other cultures (e.g., Japan) to apologize when one’s actions (or lack of action) cause harm to another, whether intentional or not 13-35 Purposes for Leader Apologies and Their Desired Outcomes 13-36 Make Politics Work for You Create a simple slogan that captures your idea Get your idea on the agenda Score small wins early and broadcast them widely Form alliances with people who have the power to decide, fund, and implement 13-37 Make Politics Work for You Persist and continue to build support Respond and adjust Lock it in Secure and allocate credit 13-38 Video Case: Dealing with Office Bullies Can workplace bullying lead to conflict between managers and subordinates? Why is bullying a concern to organizations? What are some of the adverse affects of bullying in the workplace? How can office bullying be managed? Is there legal recourse for victims of bullying? 13-39 Video: Officials Investigate CEOs in Stock Option Scams Jacob Alexander is being charged with securities fraud Is this fair given how common backdating stock options seems to be? How does a stock option work as an incentive for employees? Would you be upset if you learned that a company you owned stock in backdated stock options? Why or why not? How would you deal with being offered lucrative stock options if you learned that they had been backdated? 13-40 ... LO13.1 Name five “soft” and four “hard” influence tactics and summarize Cialdini’s principles of influence and persuasion LO13.2 Identify and briefly describe French and Raven’s five bases of... empowerment and explain how to make it succeed 13-2 After reading the material in this chapter, you should be able to: LO13.4 Define organizational politics and explain what triggers it, and specify... of political action in organizations LO13.5 Distinguish between favorable and unfavorable impression management tactics LO13.6 Explain how to manage organizational politics 13-3 Nine Generic