1. Power and Politics Chapter 10
“Getting others to do what you
want them to do”

2. Authority vs. Power
What is the difference between authority and power?
Where does power come from?
Is power part of the organizational culture?

3. Five Bases of Power Organizational Power: Personal Power:
Reward power: Promising or granting rewards
Coercive power: Threats or actual punishment
Legitimate power: Based on position or formal authority
Personal Power:
Expert power: Sharing of knowledge or information
Referent power: Power of one’s personality (charisma)

4. Five Bases of Power
Which types of power are most frequent in your organization?
Can a person use different power bases?
If you could have one type of interpersonal power, what would it be and why?
“those who have the gold make the rules” What does this mean in regard to the five bases of power?
What types of power are critical to getting a job done?
How will (if it will) the Internet influence power?
Does power exist in cross-functional organizations?

5. Need for Power Desire to have an impact on others.
Strong action, giving help or advice, controlling someone.
Action that produces emotion in others
Concern for reputation
High need for power:
Competitive, aggressive, prestige
Correlated with success when directed toward the organization and not toward personal agenda
Coaching, democratic managing style

6. Structural and Situational Power
Structural power – allocates decision-making responsibility. Establishes the flow of communication and information: formal and authority to perform specific jobs and make decisions.
Power stems from access to resources, information, and support and from the ability to get cooperation in doing necessary work.
Resources are allocated through power lines
The degree units can affect decision-making determines its power
Information is the basis for decision-making

7. Upward flow of Power Does power travel up?
Expertise, location, and information
Manipulative persuasion – person’s direct attempt to disguise the true persuasion objective.
Manipulation – form of influence in which both the objective and the attempt are concealed.

8. Organizational Politics and Impression Management
Organizational politics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.”
Political Tactics:
Attacking or blaming others.
Using information as a political tool
Creating a favorable image.
Developing a base of support.
Praising others (ingratiation).
Forming power coalitions with strong allies.
Associating with influential people.
Creating obligations (reciprocity).
Impression management: “The process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas.”

9. Managing Organizational Politics
Reduce System Uncertainty
Reduce Competition
Break Existing Political Fiefdoms
Prevent Future Fiefdoms

10. Nine Generic Influence Tactics
Rational persuasion. Trying to convince someone with reason, logic, or facts.
Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.
Consultation. Getting others to participate in planning, making decisions, and changes.
Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery.
Personal appeals. Referring to friendship and loyalty when making a request.

11. Nine Generic Influence Tactics
Exchange. Making express or implied promises and trading favors.
Coalition tactics. Getting others to support your effort to persuade someone.
Pressure. Demanding compliance or using intimidation or threats.
Legitimating tactics. Basing a request on one’s authority or right, organizational rules or polices, or express or implied support from superiors.

12. How To Extend Your Influence by Forming Strategic Alliances
Mutual respect
Openness
Trust
Mutual benefit
Sponsorship

13. The Evolution of Power
No empowerment - Authoritarian power (domination) - Influence sharing (consultation) - Power sharing (participation) - Power distribution (delegation)
High empowerment
The McGraw-Hill Companies, Inc., 1998

14. The Evolution of Power: From Domination to Delegation
Power Distribution Followers granted authority to make decisions.
High
Power Sharing Manager/leader and followers jointly make decisions.
Power Distribution Followers granted authority to make decisions.
Degree of Empowerment
Authoritarian Power Manager/leader imposes decisions.
Domination
Consultation
Participation
Delegation
None

15. The illusion of power Read the “Illusion of Power” on page 259-260.
Form small groups – page