Influence Tactics, Empowerment and Politics Chapter 16 Influence Tactics, Empowerment and Politics Organizational Influence Tactics: Getting One’s Way at Work Social Power Empowerment: From Power Sharing to Power Distribution Organizational Politics and Impression Management

Influence The ability to persuade or sway someone’s thoughts or behaviors so that they match yours

Generic Influence Tactics 16-3 Generic Influence Tactics Rational persuasion - logic Inspirational appeals - emotions Consultation - participation Ingratiation - flattery Personal appeals – reference to relationship Exchange – stated or implied trade Coalition tactics – support from others Pressure – intimidation or threats Legitimizing tactics – authority or expertise McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

How to Do a Better Job of Influencing and Persuading Others 16-4 How to Do a Better Job of Influencing and Persuading Others Liking people tend to like those who like them Reciprocity the belief that both good and bad deeds should be repaid in kind—virtually universal Social proof people tend to follow the lead of those most like themselves Consistency people tend to do what they are personally committed to do Authority people tend to defer to and respect credible experts Scarcity people want items, information, and opportunities that have limited availability McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

16-5 Social Power Social Power ability to get things done with human informational, and material resources McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Types of Power Socialized Power directed at helping others 16-6 Types of Power Socialized Power directed at helping others Personalized Power directed at helping oneself McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Five Bases of Power Reward Power Coercive Power Legitimate Power 16-7 Five Bases of Power Reward Power Coercive Power Legitimate Power Expert Power Referent Power McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

16-8 Empowerment Empowerment sharing varying degrees of power with lower-level employees to tap their full potential McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

16-10 Delegation Delegation granting decision-making authority to people at lower levels McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Organizational Politics 16-15 Organizational Politics Organizational Politics intentional enhancement of self-interest McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Uncertainty Triggers Political Behavior 16-16 Uncertainty Triggers Political Behavior Sources of Uncertainty: Unclear objectives Vague performance measures Ill-defined decision processes Strong individual or group competition Any type of change McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Levels of Political Action in Organizations 16-17 Figure 16-5 Levels of Political Action in Organizations Distinguishing Characteristics Cooperative pursuit of general self-interests Cooperative pursuit of group interests in specific issues Individual pursuit of general self-interests Network Level Coalition Level Individual Level McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Political Tactics 16-18 Attacking or blaming others Table 16-2 Political Tactics Attacking or blaming others Using information as a political tool Creating a favorable image (impression management) Developing a base of support Praising others (ingratiation) Forming political coalitions with strong allies Associating with influential people Creating obligations (reciprocity) McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Impression Management 16-20 Impression Management Impression Management getting others to see us in a certain manner McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.