1. Strategies for Gaining Organizational Power

2. Potential to Influence
“being able to get things done”

3. Need for Power? Organizations are becoming more flatter
Fewer Managers, more potential to influence
Decentralized flow of Information
More discretion to employees
“Boundaryless” organizations
Rapid shift in authority relationships
More people work in small industries
Highly visible work and again potential to influence

4. How to get Power? Personal attributes Position Characteristics
Personal Power
Position Characteristics
Positional Power

5. Personal Power Expertise Personal Attraction Effort Legitimacy
Task relevant knowledge or experience
Bill Gates, Steve Jobs
Personal Attraction
Friendship, charisma, agreeable behavior, physical characteristics
John F Kennedy, Bill Clinton, Lady Diana
Effort
Higher than expected commitment of time
Gordon McGovern (CEO Campbell Soup), Herb Kelleher (SW)
Legitimacy
Behavior consistent with organizational values
Steve Ballmer (CEO Microsoft)

6. Personal Power Basically boils down to Ability Motivation
Expertise, Effort (Reliable, Dependable)
Motivation
Attraction, Legitimacy (Likable, Acceptable)

7. Position Power Centrality Expanding network of communication
Information routed through you
Serving as source of information to others
Alan Brewer (HP)

8. Position Power Flexibility Reducing routine tasks
Expanding task variety and novelty
Initiating new ideas
Getting involved in new projects
Participating in early stages of decision making
Seeking unusual and design oriented jobs
Research Labs (Xerox PARC)

9. Position Power Visibility Expanding contact with senior people
Making oral presentations of work
Inviting senior managers to help recognize important accomplishments within group
Sending personal congratulatory messages
Jean C. Jones (Intel)
Kathleen Kallmer (Beartrice Company)
Winston Churchill (UK)

10. Position Power Relevance or Criticality Expanding domain of work
Becoming involved in activities central to organization’s top priorities
Udi Manber Head,