CHAPTER 13 Influence, Power, and Politics
description
Transcript of CHAPTER 13 Influence, Power, and Politics
CHAPTER 13Influence, Power, and Politics
Introduction to Industrial/Organizational Psychology by Ronald E. Riggio
Defining Influence, Power, and Politics Influence is the ability to use social
forces to affect the behavior of others. Power is the use of some aspect of a
work relationship to compel another to perform a certain action despite resistance.
Organizational politics are self-serving actions designed to affect the behavior of others to achieve personal goals.
Influence: The Use of Social Control
Choice of influence tactics is determined by the situation, the status of individuals involved, and other organizational characteristics like size. Higher-status persons are more likely to use
assertiveness or sanctions; lower-status persons use rational appeals.
Coworkers use ingratiation, exchange, rationality, and coalitions.
When seeking personal goals, subordinates tend to use ingratiation; in seeking organizational goals, subordinates use upward appeals and rationality.
Rationality is a more effective managerial tactic; pressure tactics are least effective in influencing subordinates.
Power: A Major Force in Work Organizations Power is derived from a variety of
sources of two main types.Organizational power is power
derived from a person’s position in an organization and from control over important resources afforded by that position.
Individual power is power derived from personal characteristics that are of value to the organization, such as expertise or ability.
Power: A Major Force in Work Organizations Power bases are sources of power
possessed by individuals in organizations.• Coercive power is the use of punishment or
threats to affect behavior of others.• Reward power results from having the ability
to offer something positive. • Legitimate power involves formal authority
accompanying a position in an organization.• Expert power is derived from having certain
work-related knowledge or skill.• Referent power results from the fact that an
individual is respected, admired, and liked by others.
Power: A Major Force in Work Organizations
Power: A Major Force in Work Organizations Power dynamics in work organization
have several features.• Differences in power distribution:
usually organizations are arranged in a power hierarchy, with some people having more power than others (although low-status members can have increased power through individual sources, like expertise).
• Ways to increase power include developing expertise, forming relationships with higher-status members, or forming coalitions.
Power: A Major Force in Work Organizations Power dynamics in work organization
have several features.• Power and dependency relationships:
workers commonly depend on others for work resources; those possessing those resources have more power.
• Power and work outcomes: expert power is related to effective job performance; referent power is linked to member satisfaction with the person having the power; use of coercive power decreases job satisfaction among targets of power.
Power: A Major Force in Work Organizations Power dynamics in work organization
have several features.• The power corollary: the concept that
for every exercise of power, there is a tendency for the subject to react with a return power play.
• Power and leadership: ideally, leaders would possess all five forms of power (legitimate, reward, coercive, referent, and expert).
Organizational Politics
Functional politics are political behaviors that help the organization to attain its goals.
Dysfunctional politics are political behaviors that detract from the organization’s ability to attain its goals.
Organizational Politics
There are several causes of organizational politics:Competition for power and resources.Subjective performance appraisals.Delay in measurement of work
outcomes.Compensation for inadequacies.Lack of cooperation and
interdependence. Increased group decision making.
Organizational Politics
Consequences of organizational politics can be positive and negative.May lead to increased job
performance if workers and supervisors share similar goals (Witt, 1998)
Lower job satisfactionLower organizational commitment and
OCBsPoorer quality organizational
communicationHigher absenteeism and turnover
Organizational Politics
There are several strategies for managing organizational politics:Remove ambiguity and uncertainty.Provide “slack” resources.Create a positive organizational
climate.Clarify personnel selection and
appraisal processes.Reward performance, not politics.
A Contingency Approach to Organizational Politics The form and incidence of
organizational politics changes across an organization’s “life cycle” (Gray & Ariss, 1985).
Cobb (1984) proposes an “episodic model of power” that examines use of power in actual work settings.The episodic model includes
consideration of aspects of the power agent, target, and elements of the power situation.