Chapter 18: Power and Influence

1. Chapter 18: Power and Influence Creating Effective Organizations

2. Harris Survey of Employee Attitudes

3. Definitions of Power and Politics • POWER: The capacity to influence the behavior of others. A can get B to do something that B would not have otherwise done (Dahl, 1957) • POLITICS: The activities or behaviors through which power is developed and used.

4. Power Bases to Influence Others • Reward • Coercive • Legitimate (Position/Authority) • Referent • Expert • Information • Connections • Effort

5. Activities to Gain Power You should do things that are: • Extraordinary • Visible • Relevant To the individual or group you are trying to influence.

6. How Groups Get Power • Controlling Key Resources • Controlling Strategic Contingencies • Ability to Cope with Uncertainty • Irreplaceability • Centrality

7. Organizational Politics—How to Gain Power • Control the Agenda • Select the Decision Criteria • Control Access to Information • Use Outside Experts • Control Access to Key People • Coalition Building • Co-opt the Opposition • Manipulate Symbols • Interpersonal Manipulation (flattery or persuasion)

8. The Problem of Powerlessness: How Powerless People Behave • They like to remind employees who is in charge. • They are “rule-minded” and concerned about petty details. • They supervise closely—are highly controlling. • They are “territorial” and like to create “kingdoms.” They don’t collaborate well. • They find fault with others and are hypercritical.

9. Principles of Empowerment • Provide Training and Development • Model Successful Behaviors for Employees to Follow • Provide Resources and Support • Provide Employees with Vision and Purpose • Create a Climate of Trust and Confidence • Provide Information and Involvement • Provide both Intrinsic and Extrinsic Rewards for Showing Initiative. Reward “Thoughtful Failures.” • Effective Delegation