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

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

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.

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.

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

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

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

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

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

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

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

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

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.

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.

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

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.

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

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.”

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.

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

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

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.

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

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

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

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

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

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

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.

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.

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

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

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.

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

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.

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.

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.

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.

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.

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.