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Power and Politics Chapter 10

Power and Politics Chapter 10 “Getting others to do what you want them to do” Authority vs. Power What is the difference between authority and power? Where does power come from? Is power part of the organizational culture? Five Bases of Power Organizational Power:

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Power and Politics Chapter 10

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  1. Power and PoliticsChapter 10 “Getting others to do what you want them to do”

  2. Authority vs. Power • What is the difference between authority and power? • Where does power come from? • Is power part of the organizational culture?

  3. Five Bases of Power • Organizational Power: • Reward power: Promising or granting rewards • Coercive power: Threats or actual punishment • Legitimate power: Based on position or formal authority • Personal Power: • Expert power: Sharing of knowledge or information • Referent power: Power of one’s personality (charisma)

  4. Five Bases of Power • Which types of power are most frequent in your organization? • Can a person use different power bases? • If you could have one type of interpersonal power, what would it be and why? • “those who have the gold make the rules” What does this mean in regard to the five bases of power? • What types of power are critical to getting a job done? • How will (if it will) the Internet influence power? • Does power exist in cross-functional organizations?

  5. Need for Power • Desire to have an impact on others. • Strong action, giving help or advice, controlling someone. • Action that produces emotion in others • Concern for reputation • High need for power: • Competitive, aggressive, prestige • Correlated with success when directed toward the organization and not toward personal agenda • Coaching, democratic managing style

  6. Structural and Situational Power • Structural power – allocates decision-making responsibility. Establishes the flow of communication and information: formal and authority to perform specific jobs and make decisions. • Power stems from access to resources, information, and support and from the ability to get cooperation in doing necessary work. • Resources are allocated through power lines • The degree units can affect decision-making determines its power • Information is the basis for decision-making

  7. Upward flow of Power • Does power travel up? • Expertise, location, and information • Manipulative persuasion – person’s direct attempt to disguise the true persuasion objective. • Manipulation – form of influence in which both the objective and the attempt are concealed.

  8. Organizational Politics and Impression Management Organizational politics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.” Political Tactics: • Attacking or blaming others. • Using information as a political tool • Creating a favorable image. • Developing a base of support. • Praising others (ingratiation). • Forming power coalitions with strong allies. • Associating with influential people. • Creating obligations (reciprocity). Impression management: “The process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas.”

  9. Managing Organizational Politics • Reduce System Uncertainty • Reduce Competition • Break Existing Political Fiefdoms • Prevent Future Fiefdoms

  10. Nine Generic Influence Tactics • Rational persuasion. Trying to convince someone with reason, logic, or facts. • Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values. • Consultation. Getting others to participate in planning, making decisions, and changes. • Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery. • Personal appeals. Referring to friendship and loyalty when making a request.

  11. Nine Generic Influence Tactics • Exchange. Making express or implied promises and trading favors. • Coalition tactics. Getting others to support your effort to persuade someone. • Pressure. Demanding compliance or using intimidation or threats. • Legitimating tactics. Basing a request on one’s authority or right, organizational rules or polices, or express or implied support from superiors.

  12. How To Extend Your Influenceby Forming Strategic Alliances • Mutual respect • Openness • Trust • Mutual benefit • Sponsorship

  13. The Evolution of Power No empowerment- Authoritarian power (domination)- Influence sharing (consultation)- Power sharing (participation)- Power distribution (delegation) High empowerment • The McGraw-Hill Companies, Inc., 1998

  14. The Evolution of Power: From Domination to Delegation Power DistributionFollowers grantedauthority to makedecisions. High Power SharingManager/leader andfollowers jointlymake decisions. Power DistributionFollowers grantedauthority to makedecisions. Degree of Empowerment AuthoritarianPower Manager/leaderimposes decisions. Domination Consultation Participation Delegation None

  15. The illusion of power • Read the “Illusion of Power” on page 259-260. • Form small groups – page 267-268

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