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Chapter 15

Chapter 15. Influence, Empowerment, & Politics. Mutuality of Interest. The balancing of organizational and individual interests Influenced by situation and management skill Fundamental aspect of influencing behavior. “Soft” Influence Tactics.

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Chapter 15

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  1. Chapter 15 Influence, Empowerment, & Politics

  2. Mutuality of Interest • The balancing of organizational and individual interests • Influenced by situation and management skill • Fundamental aspect of influencing behavior

  3. “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 15-3

  4. “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. 15-4

  5. Outcomes of Influence Attempts • 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 15-5

  6. Power • Socialized (help others) vs. Personalized (help self) • Reward • Coercive (punishment/threats) • Legitimate (formal position in org.) • Expert (knowledge) • Referent (respect)

  7. Empowerment • moving decision making down to the lowest level where a competent decision can be made • Employees must be willing & able • Doesn’t have to erode leader’s power • Matter of degree – not either or

  8. Participative Management • Employees participate in: • Setting goals • Making decisions • Solving problems • Making performance improvements (changes)

  9. The Evolution of Power: From Domination to Delegation Power Distribution Followers are granted authority to make decisions High Power Sharing Manager/leader and followers jointly make decisions Influence Sharing Manager/leader consults followers when making decisions Degree of Empowerment Authoritarian Power Manager/leader impose decisions Domination Consultation Participation Delegation None 15-9

  10. Delegation • Highest degree of empowerment • More likely to happen when: • Employee is competent • Employee shares manager’s objectives • Manager & employee have positive relationship • Employee is also a manager • Trust

  11. Barriers to Delegation : • 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 15-11

  12. Organizational Politics • Intentional attempts to influence organizational decisions to protect own interests • Heightened during change • Networks – people oriented groups • Coalitions – issues related groups (short term)

  13. Impression Management • Attempts to manipulate other’s perceptions of you • Associated with high self-monitoring • Can easily become unethical

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