Name five “soft” and four “hard” influence tactics and summarize the practical lessons from influence research.

Identify and briefly describe French and Raven’s five bases of power.

Define the term empowerment and explain how to make it succeed.

Define organizational politics and explain what triggers it, and specify the three levels of political action in organizations.

Distinguish between favorable and unfavorable impression management tactics.

Explain how to manage organizational politics.

Influence, Power, and PoliticsAn Organizational Survival Kit

Learning Objectives

Chapter Thirteen

1. Rational persuasion2. Inspirational appeals3. Consultation4. Ingratiation5. Personal appeals6. Exchange7. Coalition tactics8. Pressure9. Legitimating tactics

13-1

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Nine Generic Influence Tactics

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

1. Mutual respect2. Openness3. Trust4. Mutual benefit

13-2

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Skills & Best Practices: How to Turn YourCoworkers into Strategic Allies

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Reward power: obtaining compliance with promised or actual rewards.

Coercive power: obtaining compliance through threatened or actual punishment.

Legitimating power: obtaining compliance through formal authority.

Expert power: obtaining compliance through one’s knowledge or information.

Referent power: obtaining compliance through charisma or personal attraction.

13-3

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Five Bases of Power

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer.

13-4

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Employee Empowerment

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

13-5 Figure 13-1

Randolph’s Empowerment Model

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

The Empowerment Plan

Create AutonomyThrough Structure

Let Teams BecomeThe Hierarchy

Remember: Empowerment is not magic;it consists of a few simple steps and

a lot of persistence.

Share Information

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Organizational Politics: intentional enhancement of self-interest.

Political tactics: Attacking or blaming others Using information as a political tool Creating a favorable image Developing a base of support Praising others Forming power coalitions with strong allies Associating with influential people Creating obligations

13-6

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Organizational Politics

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

13-7 Figure 13-2

Level of Political Action in Organizations

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Distinguishing Characteristics

Cooperative pursuit of general self-interests

Cooperative pursuit of group interests in specific issues

Individual pursuit of general self-interests

Network

Level

Coalition

Level

Individual

Level

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Impression Management: getting others to see us in a certain manner.

13-8

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Impression Management

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Four motives for intentionally looking bad at work: Avoidance Obtain concrete rewards Exit Power

13-9

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Bad Impressions

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Five unfavorable upward impression management tactics: Decreasing performance Not working to potential Withdrawing Displaying a bad attitude Broadcasting limitations

13-10

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

Bad Impressions (Cont.)

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

13-11

Skills & Best Practices: How to KeepOrganizational Politics within Reasonable Bounds

Screen out overly political individuals at hiring time.

Create an open-book management system.

Make sure every employee knows how the business works and has a personal line of sight to key results with corresponding measurable objectives for individual accountability.Have nonfinancial people interpret periodic financial and accounting statements for all employees.Establish formal conflict resolution and grievance processes.

As an ethics filter, do only what you feel comfortable doing on national television.Publicly recognize and reward people who get real results without political games.

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.