14-1 Copyright © 2005 Prentice-Hall Chapter 15 Building a Power Base Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall

14-2 Copyright © 2005 Prentice-Hall Learning Objectives Perform a Political Diagnostic Analysis Enhance Your Power Base Through Impression Management Apply Power Tactics to Get What You Need Utilize Political Strategies to Enhance Your Power Appropriately Utilize Defensive Strategies to Protect Your Power

14-3 Copyright © 2005 Prentice-Hall Why is Knowing About Power Important? Learning how power is acquired and exercised in organizations will help you manage others and your own career more effectively.

14-4 Copyright © 2005 Prentice-Hall What is Power? The capacity to influence individuals or groups to behave in ways they would not on their own

14-5 Copyright © 2005 Prentice-Hall Power is a Function of Dependence.

14-6 Copyright © 2005 Prentice-Hall Why is Power Important? It helps managers: Why is Power Important? It helps managers: Attain Goals Solve Problems Create Strategy Evaluate Performance Design Work Motivate Others Manage Teams

14-7 Copyright © 2005 Prentice-Hall Position Power Authority Rewards Punishments

14-8 Copyright © 2005 Prentice-Hall Formal authority is the right to give orders and expect the orders to be obeyed.

14-9 Copyright © 2005 Prentice-Hall Formal authority is often necessary to resolve complex differences of opinion.

14-10 Copyright © 2005 Prentice-Hall Personal Power Bases Rewards Punishments Expertise Charisma Information Association

14-11 Copyright © 2005 Prentice-Hall How Can Power Be Acquired? Creating Dependency Impression Management Politicking How political are you?

14-12 Copyright © 2005 Prentice-Hall How Political Are You? 1.You should make others feel important through an open appreciation of their ideas and work. 2.Because people tend to judge you when they first meet you, always try to make a good first impression. 3.Try to let others do most of the talking, be sympathetic to their problems, and resist telling people that they are wrong. 4.Praise the good traits of the people you meet and always give people an opportunity to save face if they are wrong or make a mistake. TrueFalse________________

14-13 Copyright © 2005 Prentice-Hall Impression Management Process of shaping the image you project during interactions with others in order to favorably influence how others see and evaluate you

14-14 Copyright © 2005 Prentice-Hall Impression Management Techniques: Agreeing with someone else’s opinion in order to gain his approval Making excuses to minimize the outcomes of mistakes Apologizing to get a pardon for negative actions Doing favors to gain a person’s approval

14-15 Copyright © 2005 Prentice-Hall Politicking Taking actions to influence the distribution of advantages and disadvantages within your organization Involves the use of strategies intended to tip the balance of power and influence decision outcomes in your favor

14-16 Copyright © 2005 Prentice-Hall Politicking Political Diagnostic Analysis Assess the organizational culture Assess the power of others Assess your own power

14-17 Copyright © 2005 Prentice-Hall What Can You Do to Improve Your Political Effectiveness? Frame Arguments in Terms of Organizational Goals Develop the Right Image Gain Control of Organizational Resources Make Yourself Appear Indispensable Be Visible Get a Mentor Develop Powerful Allies Avoid “Tainted” Members Support Your Boss

14-18 Copyright © 2005 Prentice-Hall What Specific Power Tactics Can You Apply? Reasoning Friendliness Coalitions Bargaining Higher Authority Assertiveness Sanctions

14-19 Copyright © 2005 Prentice-Hall Defensive Behaviors That Protect Your Power Can Also: Avoid Action Avoid Blame Avoid Change Have Positive or Negative Effects

14-20 Copyright © 2005 Prentice-Hall Consider the Cost-Benefit Equation Weigh potential costs of a political strategy against its potential benefits

14-21 Copyright © 2005 Prentice-Hall Check if Political Action is Ethical