1. © 2008The McGraw-Hill Companies, Inc. All rights reserved. Influence, Empowerment, and Politics Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. 15-2 Ch. 15 Learning Objectives 1.Explain the concept of mutuality of interest 2.Name at least three “soft” and two “hard” influence tactics, and summarize the practical lessons from influence research. 3.Identify and briefly describe French and Raven’s five bases of power, and discuss the responsible use of power. 4.Define the term empowerment, and explain why it is a matter of degree.

3. Ch. 15 Learning Objectives 5.Explain why delegation is the highest form of empowerment, and discuss the connections among delegation, trust, and personal initiative. 6.Define organizational politics and explain what triggers it. 7.Distinguish between favorable and unfavorable impression management tactics. 8.Explain how to manage organizational politics. 15-3

4. The Tug-of-War between Self-Interest and Mutuality of Interest Influence tactics Organizational contributors Individuals Groups Self- Interest Political tactics Mutuality of Interest (organizational effectiveness) Empowerment Motivation Team building Communication Leadership Climate of Destructive Competition and Suspicion Climate of Openness, Cooperation, and Trust 15-4

5. “Soft” Influence Tactics Rational persuasion : Using logical arguments and facts to persuade another that a desired result will occur. Inspirational Appeal : Arousing enthusiasm by appealing to one’s values and beliefs Consultation: Asking for participation in decision making or planning a change Ingratiation: Getting someone to do what you want by putting that person in a good mood or getting him or her to like you. Personal appeal: Appealing to feelings of loyalty and friendship before making a request 15-5

6. “Hard” Influence Tactics Exchange: : Promising some benefits in exchange for complying with a request. Coalition Building : Persuading by seeking the assistance of others or by noting the support of others. Legitimating: Pointing out one’s authority to make a request or verifying that it is consistent with prevailing organizational policies and practices. Pressure: Seeking compliance by using demands, threats, or intimidation. 15-6

7. Commitment - a strong positive response The person will agree and carry out the request because they truly believes it is the right or best thing to do Compliance – completion of request The person will agree only because there is something positive in it for him/her or something negative will happen if they don’t Resistance - a strong negative response Request will be disregarded, influence attempt is unsuccessful Outcomes of Influence Attempts 15-7

8. Test Your Knowledge 1.Consultation 2.Rational Persuasion 3.Inspirational appeals 4.Ingratiation 5.Pressure 6.Coalition A.Commitment B.Compliance C.Resistance For each influence tactic identify the most likely outcome. 15-8

9. Power Concepts Social Power: The ability to get things done with human, informational, and material resources Power is not power OVER others Power is the ability to GET THINGS DONE 15-9

10. Personalized Power used for personal gain Socialized Power used to create motivation used to accomplish group goals Power Concepts 15-10

11. Test Your Knowledge Jarrett has a strong need for power. He enjoys the challenge of making difficult decisions that have a major impact on the organization. At times he makes decisions that have negative consequences for himself and his team but are good for the larger organization. Jarrett…. a.Plays politics to get what he wants b.Has personalized power c.Demonstrates socialized power and mutuality of interest d.Is driven to protect his self-interests 15-11

12. Sources of Power Position – derived from one’s position and status within the organization Reward: If you do it I’ll give you something Coercive: If you don’t do it something bad will happen Legitimate: Do it because the boss asks you to Can be positive or negative 15-12

13. Sources of Power Personal – derived from one’s personal characteristics, relationship with others, and behavior towards others Expert : Do it because I know a lot about this subject Referent: Do it because you like me 15-13

14. Test Your Knowledge Which strategy would be most effective in each situation? 1.Upward influence 2.Peers 3.Downward What is the best combination of strategies? a.Reward b.Coercive c.Legitimate d.Expert e.Referent 15-14

15. Empowerment Empowerment sharing varying degrees of power with lower-level employees to tap their full potential 15-15

16. The Evolution of Power: From Domination to Delegation None High Degree of Empowerment DominationConsultationParticipationDelegation Influence Sharing Manager/leader consults followers when making decisions Power Sharing Manager/leader and followers jointly make decisions Power Distribution Followers are granted authority to make decisions Authoritarian Power Manager/leader impose decisions 15-16

17. Participative Management Participative Management the process whereby employees play a direct role in: Setting goals Making decisions Solving problems Making changes in the organization Participative Management can promote: (name three OB concepts) 15-17

18. Delegation Delegation granting decision- making authority to people at lower levels How can delegation be used effectively? Why are managers often reluctant to delegate? 15-18

19. Delegation Barriers to Delegation include: Belief in the fallacy “if you want something done right, do it yourself” Lack of confidence/trust in lower levels Low self-confidence Fear of being called lazy Vague job definition Fear of competition from those below Reluctance to take risks involved in depending on others Lack of controls that provide early warning of problems with delegated duties Poor example set by bosses who do not delegate 15-19

20. Personal Initiative Taking Action Asking for approval to act Asking someone else to act Telling someone about a problem Noncompliance Apathy Levels of Action Decreasing time to action to solve a problem 15-20

21. Randolph’s Empowerment Model The Empowerment Plan Share Information Create Autonomy Through Structure Let Teams Become the Hierarchy Remember: Empowerment is not magic; It consists of a few simple steps and a lot of persistence 15-21

22. Organizational Politics Organizational Politics intentional enhancement of self-interest …but the self- interest should be aligned with the org’s interests “Politics isn’t about winning at all costs. It’s about maintaining relationships and getting results at the same time.” -- John Eldred, MGMT Professor & Consultant, Kingston U. UK. 15-22

23. 1-23 Uncertainty Triggers Political Behavior Sources of Uncertainty: 1) Unclear objectives 2) Vague performance measures 3) Ill-defined decision processes 4) Strong individual or group competition 5) Any type of change 15-23

24. Test Your Knowledge Given what we know about causes of political behavior, who would be most likely to engage in self-interested politics? a.A new, relatively young employee starting out her career or b.An older, more established employee. a.Employee’s whose pay and promotion are based on their manager’s rankings of them b.Employee’s whose pay and promotion are based on an established, known set of standards 1. 2. 15-24

25. Levels of Political Action in Organizations Network Level Coalition Level Individual Level Distinguishing Characteristics Cooperative pursuit of general self- interests Cooperative pursuit of group interests in specific issues Individual pursuit of general self- interests 15-25

26. Political Tactics For each tactic, estimate the effectiveness of using this tactic to promote organizational objectives 1.Highly unlikely to be effective 2.May or may not be effective 3.Highly likely to be effective 1)Attacking or blaming others 2)Using information as a political tool 3)Creating a favorable image (impression management) 4)Developing a base of support 5)Praising others (ingratiation) 6)Forming political coalitions with strong allies 7)Associating with influential people 8)Creating obligations (reciprocity) 15-26

27. Are You Politically Naïve, Sensible, or a Political Shark? Bully; misuse information, cultivate and use “friends” and other contacts Manipulate; use fraud and deceit when necessary Self-serving and predatory Politics is an opportunity Sharks Negotiate, bargain Network; expand connections; use system to give and receive favors Further departmental goals Politics is necessary Sensible None—the truth will win out Tell it like it is Avoid it at all costs Politics is unpleasant Naïve Favorite tactics Techniques Intent Underlying attitude Characteristics 15-27

28. How to Keep Organizational Politics Within Reasonable Bounds Screen out overly political individuals at hiring time Create and open-book management system Make sure every employee knows how the business works and has a personal line of sight to key results Have nonfinancial people interpret periodic financial and accounting statements for all employees Establish formal conflict resolution and grievance processes As an ethics filter, do only what you would feel comfortable doing on national television Publicly recognize and reward people who get real results without political games 15-28

29. © 2008The McGraw-Hill Companies, Inc. All rights reserved. Influence, Empowerment, and Politics Supplemental Slides

30. Ch. 15 Delegation “I wouldn’t ask anyone to do something that I either haven’t done or am not willing to do.” ~Alan Miller, CEO, Universal Health Services, King of Prussia, PA Source: Miller, A., Be Willing to Do It Yourself. Fortune, 3/30/09. 15-30

31. Test Your Knowledge Which source of power would be most applicable when influencing the following targets? 1.Your manager 2.Your peers/co-worker 3.Your subordinate a.Reward b.Coercive c.Legitimate d.Expert e.Referent ? 15-31

32. Video Cases Bully Broads Officials Investigate CEOs Stock Options 15-32

33. What sources of power do each of the characters have? Monty Professor Pitkannan Courtney (Monty’s friend) Security Guard Simon (homeless man) “With Honors” Movie Clip 15-33

34. What characterizes the relationship between the Detective and Tony (Al Pacino)? What sources of power do both characters have? What influence tactics does the Detective use? Does the Detective use or abuse power? What outcome will this influence attempt likely yield? “Scarface” Movie Clip 15-34

35. Principles of Influence Liking: The more we like the other person, the more likely we’ll comply with their requests Reciprocity : The belief that both good and bad deeds should be repaid in kind. Social Proof: Role models and peer pressure are powerful forces Source: R. B. Cialdini, "Harnessing the Science of Persuasion," Harvard Business Review, October 2001, pp. 72-79. 15-35

36. Principles of Influence Consistency: Once individuals have stated a commitment they tend to act in accordance with that commitment. Authority: People tend to defer to and respect credible experts. Scarcity: Requests that emphasize scarcity or the fact that some object, opportunity, or outcome will soon no longer be available, are difficult to resist. Source: R. B. Cialdini, "Harnessing the Science of Persuasion," Harvard Business Review, October 2001, pp. 72-79. 15-36

37. Impression Management Tips Tone down the star quality Don’t be Mr. Personality Get the inside scoop Give ‘em something to talk about Source: Allow Me to Introduce Myself (Properly), Sam Grobart, Money January 2007 15-37

38. Building Empowerment Through Ownership Believe in what you propose Communicate the meaning of ownership Share profit-and-loss information Make it worthwhile financially Turn your owners into decision makers 15-38

39. Being Politically Proactive You want others to see your idea as you see it. Political competence is methodical. Words and approach matter. The small stuff makes a big difference. 15-39

40. Outcomes of Telling the Truth or Lying Reason & Context of the Lie Results of LyingResults of Truth-telling Conflicting Expectations Easier to lie than to address the underlying conflict Offers quick relief of the issue Leaves the underlying problem unresolved May have no meaningful consequences, good or bad. Liar must rationalize the action in order to preserve positive self-concept Emotionally more difficult than lying May correct underlying problem. May provoke further conflict. Sometimes difficult to have an impact on an impermeable structure. Develops one’s reputation as an “honest” person NegotiationShort term gain Economically positive Harms long term relationship Must rationalize to oneself Supports high quality long term relationship. Develops reputation of integrity. Models behavior to others 15-40

41. Outcomes of Telling the Truth or Lying Reason & Context of the Lie Results of LyingResults of Truth-telling Keeping a confidence (that may require at least a lie of omission) Protects whatever good reason there is for the confidence. Maintains a long term relationship with the party for whom confidence is kept. May project deceitfulness to the deceived party Violates a trust to the confiding party. Makes one appear deceitful to all parties in the long run. Creates the impression of honesty beyond utility. Reporting your own performance within an organization Might advance oneself or ones cause. Develops dishonest reputation over time. Must continue the sequence of lies to appear consistent Creates reputation of integrity May not always be positive. 15-41

42. The Paradox of Self-Reliance in the Age of Empowerment Today’s workers must: Rely on themselves Be able to figure things out with minimal supervision Develop collaborations and coalitions to move their projects along Work comfortable amidst ambiguity and insecurity that surround those projects Develop their capacities to work in conditions that require self-reliance However, the paradox is: People are only capable of self-reliance when they feel securely attached to trusted others 15-42

43. A Workplace Empowerment Scale Develops a trusting relationship by sharing information___ 10) Is willing to give his or her time when I need it___ 9) Conveys ownership by talking in terms of our customer, our budget, our business ___ 8) Helps me set meaningful goals___ 7) Encouraged me to openly express my feelings and concerns___ 6) Establishes trust and credibility when relating to me___ 5) Inspires me to do more than I thought I could___ 4) Helps remove roadblocks___ 3) Gives me the freedom and flexibility to experiment___ 2) Encourage me to believe in myself___ 1) 1 = Very False, 10 = Very True 15-43

44. Conclusion Questions for discussion 15-44