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Strategies for Gaining Organizational Power

Strategies for Gaining Organizational Power. Potential to Influence “being able to get things done”. Need for Power?. Organizations are becoming more flatter Fewer Managers, more potential to influence Decentralized flow of Information More discretion to employees

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Strategies for Gaining Organizational Power

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  1. Strategies for Gaining Organizational Power

  2. Potential to Influence • “being able to get things done”

  3. Need for Power? • Organizations are becoming more flatter • Fewer Managers, more potential to influence • Decentralized flow of Information • More discretion to employees • “Boundaryless” organizations • Rapid shift in authority relationships • More people work in small industries • Highly visible work and again potential to influence

  4. How to get Power? • Personal attributes • Personal Power • Position Characteristics • Positional Power

  5. Personal Power • Expertise • Task relevant knowledge or experience • Bill Gates, Steve Jobs • Personal Attraction • Friendship, charisma, agreeable behavior, physical characteristics • John F Kennedy, Bill Clinton, Lady Diana • Effort • Higher than expected commitment of time • Gordon McGovern (CEO Campbell Soup), Herb Kelleher (SW) • Legitimacy • Behavior consistent with organizational values • Steve Ballmer (CEO Microsoft)

  6. Personal Power • Basically boils down to • Ability • Expertise, Effort (Reliable, Dependable) • Motivation • Attraction, Legitimacy (Likable, Acceptable)

  7. Position Power • Centrality • Expanding network of communication • Information routed through you • Serving as source of information to others • Alan Brewer (HP)

  8. Position Power • Flexibility • Reducing routine tasks • Expanding task variety and novelty • Initiating new ideas • Getting involved in new projects • Participating in early stages of decision making • Seeking unusual and design oriented jobs • Research Labs (Xerox PARC)

  9. Position Power • Visibility • Expanding contact with senior people • Making oral presentations of work • Inviting senior managers to help recognize important accomplishments within group • Sending personal congratulatory messages • Jean C. Jones (Intel) • Kathleen Kallmer (Beartrice Company) • Winston Churchill (UK)

  10. Position Power • Relevance or Criticality • Expanding domain of work • Becoming involved in activities central to organization’s top priorities • Udi ManberHead, Search@Google

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