1. Influence, Power, and Politics: An Organizational Survival Kit
Chapter Thirteen

2. 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
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

3. 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.
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.

4. Nine Generic Influence Tactics
Rational persuasion
Inspirational appeals
Consultation
Ingratiation
Personal appeals
Exchange
Coalition tactics
Pressure
Legitimating tactics
1. Rational persuasion. Trying to convince someone with reason, logic, or facts.
2. Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions,
ideals, or values.
3. Consultation. Getting others to participate in planning, making decisions, and
changes.
4. Ingratiation. Getting someone in a good mood prior to making a request; being
friendly, helpful, and using praise, flattery, or humor.
5. Personal appeals. Referring to friendship and loyalty when making a request.
6. Exchange. Making explicit or implied promises and trading favors.
7. Coalition tactics. Getting others to support your efforts to persuade someone.
8. Pressure. Demanding compliance or using intimidation or threats.
9. Legitimating tactics. Basing a request on one’s authority or right, organizational
rules or policies, or explicit or implied support from superiors.

5. 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?
Inspirational appeal
Ingratiation
Pressure
Consultation
The correct answer is “B” – ingratiation.
AACSB:  Group-individual dynamics Bloom's Taxonomy:  Application
Difficulty:  Medium Page:  340

6. 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
Commitment
substantial agreement followed by initiative and persistence in pursuit of common goals
Compliance
reluctant agreement requiring subsequent prodding to satisfy minimum requirements

7. Three Influence Outcomes
Resistance
stalling, unproductive arguing, or outright rejection
Resistance
stalling, unproductive arguing, or outright rejection

8. Practical Research Insights
Commitment is more likely when people rely on strong rational persuasion and do not rely on pressure and coalition tactics
Ingratiation improved short-term but reduced long-term 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
Commitment is more likely when people rely on strong rational persuasion and do not rely on pressure and coalition tactics
Ingratiation improved short-term but reduced long-term 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

9. 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
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

10. 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
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

11. How to Do a Better Job of Influencing and Persuading Others
Consistency
people tend to do what they are personally committed to
Authority
people tend to defer to and respect credible experts
Scarcity
people want items, information, and opportunities that have limited availability
Consistency
people tend to do what they are personally committed to
Authority
people tend to defer to and respect credible experts
Scarcity
people want items, information, and opportunities that have limited availability

12. Social Power Social power
ability to marshal the human, informational, and material resources to get something done
Social power
ability to marshal the human, informational, and material resources to get something done

13. Five Bases or Power Reward power
Coercive
Legitimate
Expert
Referent
Reward power
obtaining compliance with promised or actual rewards.
Coercive power
obtaining compliance through threatened or actual punishment.
Legitimate 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.

14. Five Bases of Power Reward power Coercive power Legitimate power
obtaining compliance by promising or granting rewards.
Coercive power
obtaining compliance through threatened or actual punishment.
Legitimate power
obtaining compliance through formal authority.
Reward power
obtaining compliance with promised or actual rewards.
Coercive power
obtaining compliance through threatened or actual punishment.
Legitimate power
obtaining compliance through formal authority.

15. Question?
As a Division Head, Natalie is implementing pay-for-performance plans and positive reinforcement programs at Goodwill Wireless Center. Natalie is attempting to exploit which power?
Coercive
Expert
Referent
Reward
The correct answer is “D” – reward.
AACSB:  Group-individual dynamics Bloom's Taxonomy:  Application
Difficulty:  Hard Page:  344

16. Five Bases of Power Expert power Referent power
obtaining compliance through one’s knowledge or information.
Referent power
obtaining compliance through charisma or personal attraction.
Expert power
obtaining compliance through one’s knowledge or information.
Referent power
obtaining compliance through charisma or personal attraction.

17. Practical Lessons from Research
Expert and referent power had a generally positive effect
Reward and legitimate power had a slightly positive effect
Coercive power had a slightly negative effect
Expert and referent power had a generally positive effect
Reward and legitimate power had a slightly positive effect
Coercive power had a slightly negative effect

18. Employee Empowerment Empowerment
“recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation.”
Empowerment
“recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation.”

19. The Evolution of Power Figure 13–1 illustrates how power can
be shifted to the hands of nonmanagers step by step. The overriding goal is to increase
productivity and competitiveness in leaner organizations. Each step in this evolution
increases the power of organizational contributors who traditionally were told what,
when, and how to do things.

20. Participative Management
process whereby employees play a direct role in setting goals, making decisions, solving problems, and making changes in the organization
Participative management
process whereby employees play a direct role in setting goals, making decisions, solving problems, and making changes in the organization

21. Participative Management
Participative management helps employees fulfill three basic needs:
Autonomy
Meaningfulness of work
Interpersonal contact
Participative management helps employees fulfill three basic needs:
Autonomy
Meaningfulness of work
Interpersonal contact

22. Question?
Herman is able to work more on his own now that his supervisor has given him more responsibility and authority in his job. Which need of participative management does this fulfill?
Autonomy
Meaningfulness of work
Interpersonal contact
Sovereignty
The correct answer is “A” – autonomy. See previous slide.

23. Empowering Leadership
involves sharing power with employees by communicating the significance of employee jobs, providing decision-making autonomy, expressing confidence in employee performance capabilities, and removing barriers to performance
Empowering leadership
involves sharing power with employees by communicating the significance of employee jobs, providing decision-making autonomy, expressing confidence in employee performance capabilities, and removing barriers to performance

24. Making Empowerment Work
Providing employee training and development.
Openly sharing information.
Utilizing participative decision making
Using contingent pay practices
Selecting employees based on their positive core self-evaluations
Providing employee training and development.
Openly sharing information.
Utilizing participative decision making
Using contingent pay practices
Selecting employees based on their positive core self-evaluations

25. Domain of Organizational Politics
intentional acts of influence to enhance or protect the self-interests of individuals or groups
Organizational politics
intentional acts of influence to enhance or protect the self-interests of individuals or groups

26. Sources of Uncertainty
Unclear objectives
Vague performance measures
Ill-defined decision processes
Strong individual or group competition
Any type of change
Unclear objectives
Vague performance measures
Ill-defined decision processes
Strong individual or group competition
Any type of change

27. Levels of Political Action in Organizations
Figure 13–2
illustrates three different levels of political action: the individual level, the coalition level,
and the network level. 54 Each level has its distinguishing characteristics

28. Levels of Political Action
Coalition
an informal group bound together by the active pursuit of a single issue
Coalition
an informal group bound together by the active pursuit of a single issue

29. Commonly Used Political Tactics
1. Building a network of useful contacts.
2. Using “key players” to support initiatives.
3. Making friends with power brokers.
4. Bending the rules to fit the situation.
5. Self-promotion.
6. Creating a favorable image. (Also known
as impression management.)
7. Praising others (ingratiation).
8. Attacking or blaming others.
9. Using information as a political tool.

30. Question?
Whenever things don’t go well for Duane, he is quick to shift fault to others. Which political tactic is he using?
Creating a favorable image
Praising others (ingratiation)
Attacking or blaming others
Using information as a political tool
The correct answer is “C” – blaming others. See previous slide.

31. Impression Management
any attempt to control or manipulate the images related to a person, organization, or ideas
Impression management
any attempt to control or manipulate the images related to a person, organization, or ideas

32. 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
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

33. Question?
Kendall will often do favors and run errands for her manager. She is engaged in __________ impression management.
Job-focused
Supervisor-focused
Self-focused
Organization-focused
The correct answer is “B” – supervisor-focused. See previous slide.

34. 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
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

35. 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.
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.

36. Purposes for Leader Apologies and Their Desired Outcomes
SOURCE: Based on B Kellerman, “When Should a Leader Apologize—And When Not?,” Harvard Business Review,
April 1, 2006.

37. 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.
1. Create a simple slogan that captures your idea.
2. Get your idea on the agenda. Describe how it addresses an important need or
objective, and look for ways to make it a priority.
3. Score small wins early and broadcast them widely. Results build momentum
and make it easier for other people to commit.
4. Form alliances with people who have the power to decide, fund, and
implement.

38. Make Politics Work for You
Persist and continue to build support.
Respond and adjust.
Lock it in.
Secure and allocate credit.
5. Persist and continue to build support. It is a process, not an event.
6. Respond and adjust. Be flexible and accepting of other people’s input; the more
names on it, the more likely you are to succeed.
7. Lock it in. Anchor the idea into the organization through budgets, job descriptions,
incentives, and other operating procedures.
8. Secure and allocate credit. You don’t want your idea to be hijacked, nor do you
want to blow your own horn. You need others to sing your praises to assure
you get the credit you deserve.

39. 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?
Workplace bullying can certainly lead to dysfunctional personality and inter-group conflict. Potential adverse affects of bullying include increased stress and decreased job performance, job satisfaction, organizational commitment, and organizational identity on the part of those being bullied. Dr. Gary Namie makes several suggestions for dealing with office bullies. First, identify the bullying for what it is. Second, take time off to collect useful information. Third, expose the bully. This may be risky, but it’s the only way to improve the situation.

40. 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?
Obviously the government needs to do a better job of watching over these types of perks - if not change legislation concerning how they are used.
The theory behind the stock option is that if the employee is an owner of the firm and will benefit from the company’s value increasing, that will give them incentive to work harder.
The owners of the firm should be upset by this practice, not only due to the potential financial ramifications, but due to the ethical implications as well.
If being offered backdated stock options, it would be wise to think whether or not you want to accept them or even work for the company if they are willing to offer unethical incentives to you.