1. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©2001 by Prentice-Hall, Inc. Chapter 16

2. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 2 ©20 01 by Prentice Hall, Inc. Objectives Describe the various sources of power Identify the influence tactics people use at work Expand upon work issues related to power –E.g. gender

3. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 3 ©20 01 by Prentice Hall, Inc. Power and Influence POWER—the capacity to influence the behavior of others INFLUENCE—the process by which people successfully persuade others to follow their advice, suggestions, or orders

4. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 4 ©20 01 by Prentice Hall, Inc. Sources of Power Personal Sources –Expertise –Effort –Relationships –Coercive and reward power –Referent (charismatic) power

5. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 5 ©20 01 by Prentice Hall, Inc. Sources of Power Situational sources –Position (formal authority) –Control over resources –Control and access to information –Strategic contingency power

6. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 6 ©20 01 by Prentice Hall, Inc. Influencing Tactics TypeTool Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Legitimating tactics Pressure Logical arguments and facts Target’s values, ideals, and aspirations Inclusion of target in planning Praise, flattery, friendly, helpful behavior Target’s loyalty and friendship Reciprocated favors Seek aids of others Claim authority or right, point to policy, tradition Demands, threats, frequent checking

7. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 7 ©20 01 by Prentice Hall, Inc. Assertive Persuasion Behaviors: Reasoning, debating, presenting ideas, proposals, and suggestions that involve facts and logic Language: I suggest we adopt the second proposal for the following three reasons... Push Style – Pushing our intellect

8. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 8 ©20 01 by Prentice Hall, Inc. Reward and Punishment Push Style – Pushing our will Behaviors: Stating expectations, using incentives and pressures, evaluating, demanding, bargaining Language: I expect you to be at work on time. If you are late, I will have to dock your pay.

9. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 9 ©20 01 by Prentice Hall, Inc. Participation and Trust Behaviors: Understanding, involving and supporting others, personal disclosure, active listening Language: What do the rest of you think we should do? Pull Style – Pull others toward us with involvement

10. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 10 ©20 01 by Prentice Hall, Inc. Common Vision Behaviors: Inspiring, visioning, finding common ground, aligning Language: Imagine what we could accomplish if we worked together. Pull Style – Pull others toward us with an appeal

11. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 11 ©20 01 by Prentice Hall, Inc. Gender and Power Women believe hard work will lead to advancement Men believe politics and connections will lead to advancement –Evidence suggests political skill is rewarded

12. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 12 ©20 01 by Prentice Hall, Inc. Gender and Power Research results are not consistent with regard to gender differences related to power. Some results with regard to women: –less assertive with superiors –more likely to use rational based strategies –more likely to use consensus –more likely to use power for altruistic purposes –more likely to see power as a resource rather than an end in itself

13. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 13 ©20 01 by Prentice Hall, Inc. Four Ways Not to Persuade Force an initial up-front hard sell. Resist compromise Believe that the secret of persuasion lies in presenting great arguments. Assume persuasion is a one-shot effort.

14. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 14 ©20 01 by Prentice Hall, Inc. Gather relevant facts Marshal support Time the presentation Repackage, persist, and repeat Four Actions to Persuade

15. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 15 ©20 01 by Prentice Hall, Inc. The Law of Reciprocity (Cohen) The almost universal belief that people should be paid back for what they do One good (or bad) deed deserves another.

16. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 16 ©20 01 by Prentice Hall, Inc. Commonly Traded Organizational Currencies Inspiration-Related Currencies –achieving a higher standard for the organization, etc.; doing what is right Task-Related Currencies –Giving help, knowledge Position-Related Currencies –Advancement, recognition

17. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 17 ©20 01 by Prentice Hall, Inc....Commonly Traded Organizational Currencies Relationship-Related Currencies –friendship, personal support, understanding Personal-Related Currencies –Affirming self-esteem, expressing appreciation

18. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 18 ©20 01 by Prentice Hall, Inc. The process of exchange (recognizing allies) See the person as an ally not an adversary –Need to create sustainable relationships Understand the potential ally’s world –See the other’s behaviour clearly and gain information to understand the ally Be aware –Understand needs and currencies of the other person

19. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 19 ©20 01 by Prentice Hall, Inc. The process of exchange (successful exchanges) Understand the nature of the exchange transaction –Preferring to be right; don’t overuse a currency The role of relationships –Exchange is easier with allies Inconvertable currencies –Fundamental differences can defy currency exchange