chapter © 2008the mcgraw-hill companies, inc. all rights reserved. influence, empowerment, and...
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pter
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Influence, Empowerment,
and Politics
15
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
15-2
Ch. 15 Learning Objectives
1. Explain the concept of mutuality of interest2. Name at least three “soft” and two “hard”
influence tactics, and summarize the practical lessons from influence research.
3. Identify and briefly describe French and Raven’s five bases of power, and discuss the responsible use of power.
4. Define the term empowerment, and explain why it is a matter of degree.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
15-3
Ch. 15 Learning Objectives
5. Explain why delegation is the highest form of empowerment, and discuss the connections among delegation, trust, and personal initiative.
6. Define organizational politics and explain what triggers it.
7. Distinguish between favorable and unfavorable impression management tactics.
8. Explain how to manage organizational politics.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
15-4
The Tug-of-War between Self-Interest and
Mutuality of Interest
Influence tactics
Organizationalcontributors• Individuals
• Groups
Self-Interest
Political
tactics
Mutuality ofInterest(organizationaleffectiveness)
Empowerment
Motivation
Team building
Communication
Leadership
Figure 15-1
Climate of Destructive Competition and Suspicion
Climate of Openness, Cooperation, and Trust
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15-5
“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 beliefsConsultation: Asking for participation in decision making or planning a changeIngratiation: 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
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“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.
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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
Outcomes of Influence Attempts
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15-8
Test Your Knowledge
1. Consultation2. Rational
Persuasion3. Inspirational
appeals4. Ingratiation5. Pressure6. Coalition
A. CommitmentB. ComplianceC. Resistance
For each influence tactic identify the most likely outcome.
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15-9
Power Concepts
Social Power: The ability to get things done with human, informational, and material resources
• Power is not power OVER others• Power is the ability to GET THINGS DONE
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Personalized Power
• used for personal gain
Socialized Power•used to create motivation•used to accomplish group
goals
Power Concepts
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15-11
Test Your Knowledge
Jarrett has a strong need for power. He enjoys the challenge of making difficult decisions that have a major impact on the organization. At times he makes decisions that have negative consequences for himself and his team but are good for the larger organization. Jarrett….
a. Plays politics to get what he wantsb. Has personalized powerc. Demonstrates socialized power and mutuality of
interestd. Is driven to protect his self-interests
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15-12
Sources of Power
Position – derived from one’s position and status within the organization
•Reward: If you do it I’ll give you something
•Coercive: If you don’t do it something bad will happen
•Legitimate: Do it because the boss asks you to•Can be positive or negative
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Sources of Power
Personal – derived from one’s personal characteristics, relationship with others, and behavior towards others
•Expert: Do it because I know a lot about this subject
•Referent: Do it because you like me
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15-14
Test Your Knowledge
Which strategy would be most effective in each situation?1.Upward influence2.Peers3.Downward
What is the best combination of strategies?
a.Reward b.Coercivec. Legitimated.Experte.Referent
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15-15
EmpowermentEmpowerment sharing varying degrees of power with lower-level employees to tap their full potential
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The Evolution of Power: From Domination to Delegation
None
High
Deg
ree o
f Em
pow
erm
en
t
Domination Consultation Participation Delegation
Influence Sharing
Manager/leader consults
followers when making
decisions
Power Sharing
Manager/leader and followers
jointly make decisions
Power Distribution Followers are
granted authority to
make decisions
Authoritarian Power
Manager/leader impose decisions
Figure 15-2
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15-17
Participative Management
Participative Management the process whereby employees play a direct role in:
• Setting goals• Making decisions• Solving problems• Making changes in the
organization
Participative Management can promote: (name three OB concepts)
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15-18
Delegation
Delegation granting decision-making authority to people at lower levels
How can delegation be used effectively?
Why are managers often reluctant to delegate?
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15-19
DelegationBarriers to Delegation include:• 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
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15-20
Personal Initiative: The Other Side of Delegation
Takingaction
Asking forapproval to act
Asking someoneelse to act
Telling someoneabout a problem
Noncompliance
Apathy
Levels of Action
Decreasing time
to action tosolve a problem
Figure 15-3
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15-21
Randolph’s Empowerment Model
The Empowerment Plan
Share Information
Create Autonomy Through Structure
Let Teams Become the Hierarchy
Figure 15-4
Remember: Empowerment is not magic; It consists of a few simple steps and a lot of persistence
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15-22
Organizational PoliticsOrganizational Politics intentional enhancement of self-interest…but the self-interest should be aligned with the org’s interests
“Politics isn’t about winning at all costs. It’s about maintaining relationships and getting results at the same time.” --John Eldred, MGMT Professor & Consultant, Kingston U. UK.
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15-23
Uncertainty Triggers Political Behavior
Sources of Uncertainty:
1) Unclear objectives2) Vague performance
measures3) Ill-defined decision
processes4) Strong individual or
group competition5) Any type of change
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15-24
Test Your Knowledge
Given what we know about causes of political behavior, who would be most likely to engage in self-interested politics?
a. A new, relatively young employee starting out her career or
b. An older, more established employee.
a. Employee’s whose pay and promotion are based on their manager’s rankings of them
b. Employee’s whose pay and promotion are based on an established, known set of standards
1.
2.
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15-25
Levels of Political Action in Organizations
Network Level
Coalition Level
Individual Level
Distinguishing Characteristics
Cooperative pursuit of general self-interests
Cooperative pursuit of group interests in specific issues
Individual pursuit of general self-interests
Figure 15-5
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15-26
Political TacticsFor each tactic, estimate the effectiveness of using this tactic to promote organizational objectives
1. Highly unlikely to be effective
2. May or may not be effective
3. Highly likely to be effective
1) Attacking or blaming others2) Using information as a political
tool3) Creating a favorable image
(impression management)4) Developing a base of support5) Praising others (ingratiation)6) Forming political coalitions with
strong allies7) Associating with influential
people8) Creating obligations (reciprocity)
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15-27
Are You Politically Naïve, Sensible, or a Political Shark?
Bully; misuse information,
cultivate and use “friends” and other contacts
Manipulate; use fraud and deceit when necessary
Self-serving and predatory
Politics is an opportunity
Sharks
Negotiate, bargain
Network; expand connections; use system to give
and receive favors
Further departmental
goals
Politics is necessary
Sensible
None—the truth will win out
Tell it like it is
Avoid it at all costs
Politics is unpleasant
Naïve
Favorite tactics
Techniques
Intent
Underlying attitude
Characteristics
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How to Keep Organizational Politics Within Reasonable Bounds
Screen out overly political individuals at hiring timeCreate and open-book management systemMake sure every employee knows how the business works and has a personal line of sight to key resultsHave nonfinancial people interpret periodic financial and accounting statements for all employeesEstablish formal conflict resolution and grievance processesAs an ethics filter, do only what you would feel comfortable doing on national televisionPublicly recognize and reward people who get real results without political games
Table 15-3
Cha
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© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Supplemental Slides
15
15-29
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15-30
Video Cases
Bully BroadsOfficials Investigate CEOs Stock Options
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What sources of power do each of the characters have?•Monty•Professor Pitkannan•Courtney (Monty’s friend)•Security Guard•Simon (homeless man)
“With Honors” Movie Clip
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15-32
What characterizes the relationship between the Detective and Tony (Al Pacino)?What sources of power do both characters have?What influence tactics does the Detective use?Does the Detective use or abuse power?What outcome will this influence attempt likely yield?
“Scarface” Movie Clip
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Principles of Influence
Liking: The more we like the other person, the more likely we’ll comply with their requestsReciprocity: The belief that both good and bad deeds should be repaid in kind. Social Proof: Role models and peer pressure are powerful forces Source: R. B. Cialdini, "Harnessing the Science of Persuasion," Harvard Business Review, October 2001, pp. 72-79.
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Principles of Influence
Consistency: Once individuals have stated a commitment they tend to act in accordance with that commitment.Authority: People tend to defer to and respect credible experts.Scarcity: Requests that emphasize scarcity or the fact that some object, opportunity, or outcome will soon no longer be available, are difficult to resist.Source: R. B. Cialdini, "Harnessing the Science of Persuasion," Harvard Business Review, October 2001, pp. 72-79.
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Impression Management Tips
Tone down the star qualityDon’t be Mr. PersonalityGet the inside scoopGive ‘em something to talk about
Source: Allow Me to Introduce Myself (Properly), Sam Grobart, Money January 2007
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15-36
Building Empowerment Through Ownership
Believe in what you proposeCommunicate the meaning of ownershipShare profit-and-loss informationMake it worthwhile financiallyTurn your owners into decision makers
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15-37
Being Politically Proactive
You want others to see your idea as you see it.Political competence is methodical.Words and approach matter.The small stuff makes a big difference.
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Outcomes of Telling the Truth or LyingReason & Context
of the LieResults of Lying Results of Truth-telling
Conflicting Expectations
• Easier to lie than to address the underlying conflict
• Offers quick relief of the issue
• Leaves the underlying problem unresolved
• May have no meaningful consequences, good or bad.
• Liar must rationalize the action in order to preserve positive self-concept
• Emotionally more difficult than lying
• May correct underlying problem.• May provoke further conflict.• Sometimes difficult to have an
impact on an impermeable structure.
• Develops one’s reputation as an “honest” person
Negotiation • Short term gain• Economically positive• Harms long term relationship• Must rationalize to oneself
• Supports high quality long term relationship.
• Develops reputation of integrity.• Models behavior to others
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Outcomes of Telling the Truth or Lying
Reason & Context of the Lie
Results of Lying Results of Truth-telling
Keeping a confidence (that may require at least a lie of omission)
• Protects whatever good reason there is for the confidence.
• Maintains a long term relationship with the party for whom confidence is kept.
• May project deceitfulness to the deceived party
• Violates a trust to the confiding party.
• Makes one appear deceitful to all parties in the long run.
• Creates the impression of honesty beyond utility.
Reporting your own performance within an organization
• Might advance oneself or ones cause.
• Develops dishonest reputation over time.
• Must continue the sequence of lies to appear consistent
• Creates reputation of integrity• May not always be positive.
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15-40
The Paradox of Self-Reliance in the Age of Empowerment
Today’s workers must:• Rely on themselves• Be able to figure things
out with minimal supervision
• Develop collaborations and coalitions to move their projects along
• Work comfortable amidst ambiguity and insecurity that surround those projects
• Develop their capacities to work in conditions that require self-reliance
However, the paradox is:• People are only
capable of self-reliance when they feel securely attached to trusted others
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A Workplace Empowerment Scale
Develops a trusting relationship by sharing information___ 10)
Is willing to give his or her time when I need it___ 9)
Conveys ownership by talking in terms of our customer, our budget, our business
___ 8)
Helps me set meaningful goals___ 7)
Encouraged me to openly express my feelings and concerns___ 6)
Establishes trust and credibility when relating to me___ 5)
Inspires me to do more than I thought I could___ 4)
Helps remove roadblocks___ 3)
Gives me the freedom and flexibility to experiment___ 2)
Encourage me to believe in myself___ 1)
1 = Very False, 10 = Very True
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Conclusion
Questions for discussion
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