Management of Organization 17
강
강
Bo Kyung Bae
(Chapter 12)
(Chapter 13)

Management of Organization 17
상호교류분석 (Transactional Analysis)


E. Berne (1970)
공존 , 소유하는 세가지 상태
– Child: 복종 / 순종 , 반항
– Adult: 이성 , 지기통제력 , 엄격 , 올바름 , 인간관계의 핵
– Parents: 보호 , 감독 , 규칙 / 제도를 지키도록 강요
단순교류 교차교류 복합교류
P P P P P P
A A A A A
C C C


의사소통의 효율성
상대편의 세가지 상태 중 정확하게 선택한 후 발언
Bo Kyung Bae
C C
A
C

Management of Organization 17


– Influencing Others
– Social Power and Empowerment
– Organizational Politics and Impression
Management
– Influence, Power, Authority, Politics, Leadership
Bo Kyung Bae

Management of Organization 17
Influencing Others
•Nine Generic Influences
•Three Influence Outcomes
•Practical Research Insights
•Strategic Alliances and Reciprocity
Social Power and Empowerment
•Five Bases of Power
•Practical Lessons from Research
•Employee Empowerment
•Making Empowerment Work
Organizational Politics and Impression Management
• Definition and Domain of Organizational Politics
• Impression Management
• Keeping Organizational Politics in Check
Bo Kyung Bae

Management of Organization 17






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.
Bo Kyung Bae

Management of Organization 17
Nine Generic Influence Tactics
Bo Kyung Bae
Soft
Hard
4.
5.
6.
7.
8.
9.
1.
2.
3.
.
.
Friendlier
.
.
Coercive

Management of Organization 17
•
•
•
•
•
Five Bases of Power
Reward power: Promising or granting rewards.
Coercive power: Threats or actual punishment.
Legitimate power: Based on position or formal authority.
Expert power: Sharing of knowledge or information.
Referent power: Power of one’s personality (charisma).
Bo Kyung Bae

Management of Organization 17
How Much Power Do You Have?
•Are you surprised by your “power profile,” as indicated by this instrument? Explain.
• Is it possible to get a realistic and valid assessment of one’s power with a self-report instrument such as this? Are selective perception and self-serving bias problems?
Explain.
•Which source of power works best in today’s workplaces?
Which is the worst ? Explain.
• Why do leaders with great referent power (charisma) tend to come to a bad end (e.g. Joan of Arc, John F.
Kennedy, and Martin Luther King, Jr.). Charisma, anyone?
•As a manager, what can and should you do to use your power responsibly and ethically?
Bo Kyung Bae

Management of Organization 17
Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer.
 Randolph’s Empowerment Model
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.
Bo Kyung Bae

•Organizational politics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.”
•Political behavior Triggered by Uncertainty
5 common sources of uncertainty
1. Unclear objectives
2. Vague performance measures
3. Ill-defined decision processes
4. Strong individual or group competition
5. Any type of change
•Levels of Political Actions in Organizations
Network Level
Cooperative pursuit of general self-interests
Coalition Level
Cooperative pursuit of group interests in specific issues
Individual Level
Individual pursuit of general selfinterests
Bo Kyung Bae

Management of Organization 17
Political Tactics:
1.
Attacking or blaming others.
2.
Using information as a political tool
3.
Creating a favorable image.
4.
Developing a base of support.
5.
Praising others (ingratiation).
6.
Forming power coalitions with strong allies.
7.
Associating with influential people.
8.
Creating obligations (reciprocity).
Bo Kyung Bae

Management of Organization 17

Impression Management: getting others to see us in a certain manner.


Four motives for intentionally looking bad at work:
– Avoidance
– Obtain concrete rewards
– Exit
– Power
Five unfavorable upward impression management tactics:
– Decreasing performance
– Not working to potential
– Withdrawing
– Displaying a bad attitude
– Broadcasting limitations
Bo Kyung Bae

Management of Organization 17
“Managing with Power by Jeffrey Peffer (1995)”
What do we need to know about power.
1. Under what conditions is power used in decision making.
2. How do we diagnose points of view on issues.
3. Where does power come from : why do some have more than others. – how do we get more
4. How does power get employed? What are the strategies and tactics for its use.
5. What are the effects of power on organizational innovation and change?
Bo Kyung Bae

Management of Organization 17
“Managing with Power by Jeffrey Peffer (1995)”
Our ambivalence about power
Statement % of expressing moderate or story agreement a. The existence of workplace politics is common to most organizations. (93.2%) b. politics help organizations function effectively. (42.1%) c. Top management should try to get rid of politics in the organization. (48.6%)
Bo Kyung Bae

Management of Organization 17
“Managing with Power by Jeffrey Peffer (1995)”
Perspectives on Decisions




A decision , by itself, change nothing
At the time a decision is made, no one knows if it is correct or not
For most decisions, we spend more time with the consequences of the decision than we do making it.
Therefore, it is fair to say that effective managers and leaders are those who are successful in managing the consequences of choice.
Bo Kyung Bae

“Managing with Power by Jeffrey Peffer (1995)”
When




Management of Organization 17
Bo Kyung Bae

Management of Organization 17
“Managing with Power by Jeffrey Peffer (1995)”
Managing: a power and influence Perspective
4.
5.
1.
2.
3.
6.
Determine What you are trying to accomplish; what your goals are
Assess who the other major relevant actors are; diagnose the pattern of dependence and interdependence
Determine the points of view or positions on issues of these people
Assess what their power bases are
Determine what sources of power you have, and what power bases you can develop
Review possible influence strategies and the costs and benefits of each
Bo Kyung Bae

Management of Organization 17
“Managing with Power by Jeffrey Peffer (1995)”
Diagnosing points of view on decisions





Education
Personal background
Previous work experience
Current job role of position
Reward system
Bo Kyung Bae

Management of Organization 17
“Managing with Power by Jeffrey Peffer (1995)”
Source of power: where power comes from








Control over resources
– Budgets
– Facilities
– Things people want and need
Allies
Location in the communication network
– Physical location
– Task-related interdependence and interaction
Formal authority
Reputation for having power
Performance the ability to get things done
Being in a powerful unit
– Unity
– Ability to cope with critical problems
– Being irreplaceable
Individual attributes
Bo Kyung Bae

Management of Organization 17
“Managing with Power by Jeffrey Peffer (1995)”
Individual attributes that are sources of power






Energy and physical stamina
Focus
Sensitivity to others
Flexibility
Ability to tolerate conflict
Submerging one’s ego and getting along
Bo Kyung Bae

Management of Organization 17
“Managing with Power by Jeffrey Peffer (1995)”
Political Strategies and tactics







Timing:
– First mover,
– Delay,
– Waiting,
– Deadlines,
– Order of consideration,
– Propitious moments( 호의적인 )
Information and analysis
The outside expert
Organizational design and redesign
– Divide and conquer
– Expansion of one’s domain
– Task forces, committees, and cooptation
Language, symbols, ceremonies, and settings – the use of emotions
Framing: how we look at things affects how they look
– Contrast
– Commitment
– Scarcity
Interpersonal influence
– Social proof
– Linking & Ingratiation( 영합 )
Bo Kyung Bae

Management of Organization 17
6.
7.
4.
5.
1.
2.
3.
12.
13.
14.
15.
8.
9.
10.
11.
Availability heuristic
Brainstorming
Delphi Technique
Escalation of commitment
Judgmental heuristics
Nominal group technique
Representativeness heuristic
Cross—functionalism
Group cohesiveness
Groupthink
Self-managed teams
Social loafing
Virtual team
Added-value negotiation alternative dispute resolution
Bo Kyung Bae
8.
9.
10.
11.
12.
13.
14.
15.
6.
7.
4.
5.
1.
2.
3.
Devil’s advocacy
Dialectic method
Empowerment
Expert power
Impression management
Legitimate power
Organizational politics
Referent power
Reward power
Social power
Leadership prototype
Servant-leadership
Transactional leadership
Transformational leadership
Level 5 Leadership