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McShane/Von Glinow OB 5e 2010 The McGraw-Hill Companies, Inc. All rights reserved1
Power and
Influence in the
Workplace
McGraw-Hill/Irwin
McShane/Von Glinow OB
5eCopyright 2010 by The McGraw-Hill Companies, Inc. All rights
reserved.
Power, Influence & Politics in the RCMP
Royal Canadian Mounted Police
(RCMP) human resources director
Denise Revine and her boss Chief
Superintendent Fraser Macauley,
(see photo) had their careers
derailed when they reported that
pension funds had been
misappropriated. A Canadian
government report concluded the
RCMP suffered from the absolute
power exercised by the
Commissioner.
10-3
The Meaning of Power
Power is the capacity of a
person, team, or organization to
influence others.
Potential, not actual use
People have power they dont
use -- may not know they
possess
A perception
10-4
Power and Dependence
Resource
desired by
person B
Person Bs countervailing
power over Person A
Person A Person As control of resource valued
by Person B
Person B
Person As power over Person B
10-5
Model of Power in Organizations
Contingencies
of Power
Power
over others
Sources
of Power
Legitimate
Reward
Coercive
Expert
Referent
10-6
Sources of Power
Agreement that people in
certain roles can request
certain behaviors of others
Based on job descriptions and
mutual agreement
Legitimate power range (zone
of indifference) varies across
national and org cultures.
Legitimate
10-7
Sources of Power
Ability to control the allocation of
rewards valued by others and to
remove negative sanctions
Operates upward as well as
downward
Reward
Legitimate
10-8
Sources of Power
Ability to apply punishment
Exists upward as well as
downward
Peer pressure is a form of
coercive power
Legitimate
Coercive
Reward
10-9
Sources of Power
The capacity to influence
others by possessing
knowledge or skills that they
value
More employee expert power
over companies in knowledge
economy
Legitimate
Expert
Reward
Coercive
10-10
Sources of Power
Occurs when others identify
with, like, or otherwise respect
the person
Associated with charismatic
leadership
Legitimate
Referent
Reward
Coercive
Expert
10-11
DeCourcys Trendspotting Power
Colleen DeCourcy has
developed a reputation as a
trendspotter, giving her
considerable information power
in the advertising industry. Her
knowledge of the digital
landscape, grounded in
creativity, make her an
invaluable additional to TBWA,
says DeCourcys boss.
10-12
Information and Power
Control over information flow
Based on legitimate power
Relates to formal communication
network
Coping with uncertainty
More power to those who can
help firms cope with uncertainty
- Prevention
- Forecasting
- Absorption
10-13
Power Through Control of Information Flow
This person has high information control
These people individually have low information control
Wheel formation
All-channels formation
10-14
Contingencies of Power
Contingencies
of Power
Substitutability
Centrality
Discretion
Visibility
Power
over others
Sources
of Power
10-15
Increasing Nonsubstitutability
Few/no alternatives to the resource
Increase nonsubstituability by controlling the
resource
exclusive right to perform medical procedures
control over skilled labor
exclusive knowledge to repair equipment
Differentiate resource from others
10-16
Centrality
Degree and nature of interdependence
between powerholder and others
Centrality is a function of:
How many others are affected by you
How quickly others are affected by you
10-17
Discretion and Visibility
Discretion The freedom to exercise judgment
Rules limit discretion, limit power
Also a perception acting as if you have discretion
Visibility Symbols communicate your power source(s)
- Educational diplomas
- Clothing etc (stethoscope around neck)
Salience
- Location others more aware of your presence
10-18
Social Networking and Power
Cultivating social relationships with others to
accomplish ones goals
Increases power through:
social capital
referent power
visibility and centrality contingencies
10-19
Influencing Others
Influence -- any behavior that attempts to alter
someones attitudes or behavior
Applies one or more power bases
Process through which people achieve
organizational objectives
Operates up, down, and across the organizational
hierarchy
10-20
Assertiveness Actively applying legitimate and coercive power (vocal authority)
Reminding, confronting, checking, threatening
Silent
Authority Following requests without overt influence
Based on legitimate power, role modeling
Common in high power distance cultures
more
Types of Influence
10-21
Coalition
Formation
Group forms to gain more power than individuals alone
1. Pools resources/power
2. Legitimizes the issue
3. Power through social identity
more
Types of Influence (cont)
Information
Control Manipulating others access to information
Withholding, filtering, re-arranging information
10-22
Upward
Appeal Appealing to higher authority
Includes appealing to firms goals
Alliance or perceived alliance with higher status person
more
Types of Influence (cont)
Persuasion Logic, facts, emotional appeals
Depends on persuader, message content, message medium, audience
10-23
Types of Influence (cont)
Exchange Promising or reminding of past benefits in exchange for compliance
Includes negotiation and networking
Ingratiation/
Impress. Mgt. increaseliking by, or perceived similarity to
the target person
10-24
Consequences of Influence Tactics
people oppose the behavior desired by the influencer
motivated by external sources (rewards) to implement request
identify with and highly motivated to implement request
Resistance Compliance Commitment
10-25
Consequences of Influence Tactics
Resistance Compliance Commitment
Persuasion
Ingratiation &impression mgt
Exchange
Soft Influence Tactics
Hard Influence Tactics
Silent authority
Upward appeal
Coalition formation
Information control
Assertiveness
10-26
Contingencies of Influence Tactics
Soft tactics generally more acceptable than
hard tactics
Appropriate influence tactic depends on:
Influencers power base
Organizational position
Cultural values and expectations
10-27
Organizational Politics
Behaviors that others perceive as self-
serving tactics for personal gain at the
expense of other people and possibly
the organization.
10-28
Conditions
Supporting
Organizational
Politics
Scarce
Resources
Complex and
Ambiguous
Decisions
Tolerance of Politics
OrganizationalChange
Conditions for Organizational Politics
10-29
Minimizing Political Behaviour
1. Introduce clear rules for scarce resources
2. Effective organizational change practices
3. Suppress norms that support or tolerate
self-serving behavior
4. Leaders role model organizational
citizenship
5. Give employees more control over their
work
6. Keep employees informed10-30
Power and
Influence in the
Workplace
10-31
McGraw-Hill/Irwin
McShane/Von Glinow OB
5eCopyright 2010 by The McGraw-Hill Companies, Inc. All rights
reserved.