Chapter © 2008The McGraw-Hill Companies, Inc. All rights reserved. Influence, Empowerment, and Politics 15 McGraw-Hill/IrwinCopyright © 2008 by The McGraw-Hill

Cha

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.


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.


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


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


15-6

“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.


15-7

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


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.


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


15-10

Personalized Power

• used for personal gain

Socialized Power•used to create motivation•used to accomplish group

goals

Power Concepts


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


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


15-13

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


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


15-15

EmpowermentEmpowerment sharing varying degrees of power with lower-level employees to tap their full potential


15-16

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


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)


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?


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


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


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


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.


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


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.


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


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)


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


15-28

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

pter

© 2008The McGraw-Hill Companies, Inc. All rights reserved.

Supplemental Slides

15

15-29


15-30

Video Cases

Bully BroadsOfficials Investigate CEOs Stock Options


15-31

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


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


15-33

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.


15-34

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.


15-35

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


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


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.


15-38

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


15-39

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.


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


15-41

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


15-42

Conclusion

Questions for discussion

Documents

Chapter © 2008The McGraw-Hill Companies, Inc. All rights reserved. Influence, Empowerment, and Politics 15 McGraw-Hill/IrwinCopyright © 2008 by The McGraw-Hill