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POWER AND POLITICS

POWER AND POLITICS. POWER. THE PERCEIVED ABILITY TO INFLUENCE BEHAVIOR, ATTITUDES, AND OUTCOMES. POWER. Resides NOT in the individual but in the relationship of the person to her environment Expressed by other’s behavior in response to your exercise of power.

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POWER AND POLITICS

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  1. POWER AND POLITICS

  2. POWER • THE PERCEIVED ABILITY TO INFLUENCE BEHAVIOR, ATTITUDES, AND OUTCOMES

  3. POWER • Resides NOT in the individual but in the relationship of the person to her environment • Expressed by other’s behavior in response to your exercise of power

  4. Moderators Choice of Influence Strategy Power of Other Party Interpersonal Power Reward Punishment Expertise Referent Influence Over Others Power Organizational Power Legitimate Resources Interdependence

  5. InterpersonalPOWER • Reward power • Punishment power • Expert • Referent

  6. Interpersonal POWER Reward Power Extent to which a manager can use extrinsic and intrinsic rewards to control other people.

  7. Currencies Money Praise Promotion Work Shifts Training Responses Exchanges Harder Work Praise for supervisor Loyalty Interpersonal POWERReward

  8. InterpersonalPOWERPunishment • Extent to which a manager can threaten punishment or deny desired rewards

  9. Currencies Fines Docking Pay Rejection of self or ideas Sanctions Pressure Responses Generates Fear Sabotage Revenge Interpersonal POWERPunishment

  10. Must be Applied Contingently -- Based On Behavior Interpersonal POWERRewards & Coercion

  11. Interpersonal POWERExpert • Extent to which a manager possesses knowledge, experience, or judgment that the other person does not have but needs

  12. Currencies Holding/ Withholding of Information Consultation Responses Unquestioned Obedience Reluctant compliance Challenging Interpersonal POWERExpert

  13. Interpersonal POWERReferent • Extent to which a manager possesses personality that captures attention, hearts and imaginations of people

  14. Currencies Charisma Ingratiation Friendliness Inspirational Appeal Responses Unquestioned Obedience Modeling Interpersonal POWERReferent

  15. OrganizationalPower • Legitimate • Knowledge • Task Interdependence • Resources Control

  16. Organizational POWERLegitimate • Extent to which a manager can or is perceived to have a “right of command” to control behavior of others.

  17. Currencies Ordering Personal Support/Backing Organizationally Sanctioned Rewards/ Punishment Responses Unquestioned Obedience Reluctant compliance Challenging Organizational POWERLegitimate

  18. Acceptance of Authority There are strong tendencies among individuals to follow the instructions of the boss. Direct defiance within organizational settings is quite rare. If the tendency to follow instructions is great and defiance is rare, then why do so many organizations appear to drift into apparent chaos?

  19. Zone of Indifference A zone of indifference is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment. Directives falling within the zone are obeyed.

  20. Acceptance of Authority “consent of the governed” The subordinate can and must: • Understand the directive; • Feel mentally and physically capable of carrying out the directive; • Perceive directive is not inconsistent with the purpose of the organization; • Perceive directive is not inconsistent with his or her personal interests.

  21. INDICATORS: A MANAGER'SLEGITIMATE POWER • Intercedes favorably on behalf of employee • Gets items on (and off) the agenda • Gets fast access to top decision makers • Maintains frequent contact with top decision makers • Gets early information about decisions • Eliminates road blocks or bottlenecks for subordinates

  22. Organizational POWERTask Interdependence Occurs When Two or More Employees Must Depend On Each Other to Complete Assigned Tasks

  23. Organizational POWERResource Interdependence The firm’s or manager’s need for resources that are controlled by others

  24. Reasons For Interdependence Power • Needed resources become more scarce • Outsiders have more control over needed resources • Fewer substitutes for a particular type of resource controlled by a limited number of outsiders

  25. Common OrganizationalCurrencies

  26. Resources Assistance Cooperation Information Advancement Recognition Network/Contacts Personal Support/Backing Organizational CurrenciesTraded in Exchange Process

  27. Common Influence Tactics

  28. Common Influence Strategies Reason Using facts and data to support a logical argument

  29. Common Influence Strategies Friendliness Using flattery, goodwill, and favorable impressions

  30. Common Influence Strategies Ingratiation Use of friendship for a specific purpose

  31. Common Influence Strategies Coalition Using relationships with other people for support

  32. Common Influence Strategies : Bargaining Using the exchange of benefits as a basis for negotiation

  33. Common Influence Strategies Assertiveness Using a direct and forceful personal approach.

  34. Common Influence Strategies Higher AuthorityGaining higher level support for one’s requests.

  35. Common Influence Strategies Ingratiation Attempts to create a a favorable mood before making a request

  36. Common Influence Strategies Sanctions Using organizationally derived punishments.

  37. Common Influence Strategies Rewards Using organizationally derived rewards as well as personal rewards

  38. Common Influence Strategies Pressure Uses time, information, and resource control

  39. Common Influence Strategies Consultation Uses involvement to co-opt others into going along with a specific plan

  40. Common Influence Strategies Rational Persuasion Useslogical arguments and factual evidence

  41. Common Influence Strategies Inspirational Appeal Appeal to values,ideals or aspirations to arouse enthusiasm

  42. Common Influence Strategies Exchange Offer an exchange of favors, share of benefits or promise to reciprocate at later time.

  43. ORGANIZATIONAL POLITICS

  44. ORGANIZATIONAL POLITICS The use of nonsanctioned influence tactics to promote self interests.

  45. Positive Aspects OfPOLITICS in Negotiations • Overcome personnel inadequacies, coping with change, and substituting for formal authority. • Circumvents inadequacies and gets the job done. • Facilitates adaptation to changes in the environment and technology of an organization.

  46. Positive Aspects OfPOLITICS in Negotiations • Quicker than restructuring • With Power breakdowns, political actions can be used to prevent a loss of influence. • Maintains task continuity when formal authority has failed

  47. Self Protection AgainstPOLITICS in Negotiations • Avoidance • Redirection • Buffering • Defending Your Turf • Championing

  48. Avoidance • Used when employee can not risk being wrong or where actions may yield a sanction. • Most common reaction is to “work to the rules.”

  49. Redirection • “Passing the buck” is a common method employees and managers use. • Trick is to define a task so it becomes someone else’s formal responsibility.

  50. Buffering • Rigorous documentation to rewrite history. • If a program or project is successful, the manager claims to have been an early supporter. • If a program fails, the manager claims to be the one who expressed serious reservations in the first place.

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