Influence, Power, and Politics An Organizational Survival Kit Learning Objectives Name five “soft” and four “hard” influence tactics and summarize the practical lessons from influence research. Identify and briefly describe French and Raven’s five bases of power. Define the term empowerment and explain how to make it succeed. Define organizational politics and explain what triggers it, and specify the three levels of political action in organizations. Distinguish between favorable and unfavorable impression management tactics. Explain how to manage organizational politics. Chapter Thirteen Nine Generic Influence Tactics 13-1 1. 2. 3. 4. 5. 6. 7. 8. 9. Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Pressure Legitimating tactics McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: How to Turn Your Coworkers into Strategic Allies 13-2 1. Mutual respect 2. Openness 3. Trust 4. Mutual benefit McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Five Bases of Power 13-3 Reward power: obtaining compliance with promised or actual rewards. Coercive power: obtaining compliance through threatened or actual punishment. Legitimating power: obtaining compliance through formal authority. Expert power: obtaining compliance through one’s knowledge or information. Referent power: obtaining compliance through charisma or personal attraction. McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Employee Empowerment 13-4 Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer. McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Randolph’s Empowerment Model 13-5 Figure 13-1 The Empowerment Plan Share Information Create Autonomy Through Structure Let Teams Become The Hierarchy Remember: Empowerment is not magic; it consists of a few simple steps and a lot of persistence. McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Organizational Politics 13-6 Organizational Politics: intentional enhancement of self-interest. Political tactics: 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 McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Level of Political Action in Organizations 13-7 Figure 13-2 Distinguishing Characteristics Network Level Coalition Level Cooperative pursuit of general self-interests Cooperative pursuit of group interests in specific issues Individual Level McGraw-Hill McGraw-Hill/Irwin Individual pursuit of general selfinterests ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Impression Management 13-8 Impression Management: getting others to see us in a certain manner. McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Bad Impressions 13-9 Four motives for intentionally looking bad at work: Avoidance Obtain concrete rewards Exit Power McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Bad Impressions (Cont.) 13-10 Five unfavorable upward impression management tactics: Decreasing performance Not working to potential Withdrawing Displaying a bad attitude Broadcasting limitations McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: How to Keep Organizational Politics within Reasonable Bounds 13-11 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. Have nonfinancial people interpret periodic financial and accounting statements for all employees. Establish formal conflict resolution and grievance processes. As an ethics filter, do only what you feel comfortable doing on national television. Publicly recognize and reward people who get real results without political games. McGraw-Hill McGraw-Hill/Irwin ©©2006 2005 The McGraw-Hill Companies, Inc. All rights reserved.