CAMBODIAN MAKONG UNIVERSITY

1. CAMBODIAN MAKONG UNIVERSITY MN201 ORGANIZATIONAL BEHAVIOR CHAPTER 9 Power And Influence In The Workplace GROUP 2 Lecturer: Mr. LONG BUNTENG Prepared By: Mr. Hou Heng

2. LEARNING OBJECTIVE Define the meaning of power and counter power. Describe the five bases of power in organizations. Explain how information relates to power in organization. Discuss the four contingencies of power. Summarize the eight types of influence tactics. Discuss three contingencies to consider when deciding which influence tactic to use. Distinguish influence from organizational politics. Describe the organization conditions and personal characteristics that support organization politics. Identify ways to minimize organizational politics.

3. The Meaning of Power • Power is the capacity of a person, team, or organization to influence others. • Counter power is the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship. Person A Counter Power Power Person B`s goal Person B

4. Sources of Power in Organizations • Legitimate Power Agreement among organizational members. • Reward Power The person`s ability to control allocation of rewards valued by others. • Coercive Power The ability to apply punishment.

5. Sources of Power in Organizations • Expert Power Individual`s or work unit`s capacity to influence others by possessing knowledge. • Referent Power When others identify with them, like them, or otherwise respect them. • Information and Power Employees gain power by controlling the flow of information that others need.

6. Contingencies of Power • Substitutability Refers to the availability of alternatives. Power is strongest when someone has a monopoly over a valued resource. • Centrality The degree and nature of interdependence between powrholder and others. • Discretion The freedom to exercise judgment. To make decisions without referring to a specific rule or receiving permission from someone else.

7. Contingencies of Power • Visibility Refers to the idea that power increases to the extent that a person`s or work unit`s competencies are known to others.

8. Influencing Others • Influence is any behavior that attempts to alter another person`s attitudes or behavior. • Types of Influence Tactics • Silent Authority: someone complies with a request. • Assertiveness: legitimate and coercive power to influence others. • Information Control: involves explicitly manipulating others` access to information for the purpose of changing their attitudes or behavior, or both.

9. Influencing Others • Coalition Formation: a group that attempts to influence people outside the group by pooling the resources and power of its members. • Upward Appeal: a type of coalition in which one of the members is someone with higher authority or expertise. • Ingratiation:any attempt to increase the extent to which a target person likes us or perceives that he or she is similar to us. • Persuasion: using logical arguments, facts, and emotional appeals to encourage people to accept a request or message.

10. Influencing Others • Exchange: the promise of benefits or resources in exchange for the target person`s compliance with your request. • The three ways that people react when others to influence them: • Resistance • Compliance • Commitment

11. Influence and Organizational Politics Organizational Politics is the behavior that others perceive as self-serving tactics for personal gain at the expense of other people and possibly the organization. • Organizational politics flourishes under the right conditions. • Employees apply political strategies to protect their valued resources, position, and self- image. • Machiavellian values is the belief that deceit is a natural and acceptable way to influence others and to achieve goal.

12. Influence and Organizational Politics • Organizational politics can be minimized by • Providing clear rules for resource allocation. • Engaging in effective organizational change. • Supporting team norms and a corporate culture that discourage dysfunctional politics. • Having leaders who role model organizational citizenship rather than political savvy.

13. Thank You !!! 2011-2012