Chapter Thirteen

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Chapter Thirteen Influence, Power, and Politics
(An Organizational Survival Kit)
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Introduction

• Power ability to get something done the way a
  person wants it done
• Power and Dependence
• Power and Exchange
• Power and Personality
• Empowerment

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Randolphs Empowerment Model
The Empowerment Plan
Share Information
Create AutonomyThrough Structure
Let Teams BecomeThe Hierarchy
Remember Empowerment is not magicit consists
of a few simple steps anda lot of persistence.
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Power Flows
Reporting relationships
Lateral relationships
Cross-functional relationships
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Model of Power and Influence

• Sources of Personal Power
• Expertise
• Personal Attraction
• Effort Legitimacy

• Sources of Position Power
• Centrality
• Criticality
• Flexibility
• Visibility
• Relevance

GAINING POWER
Power of an Individual
Selection of proper strategy to influence others
TRANSFORMING POWER INTO INFLUENCE
Assertive responses to inappropriate
influence attempts by others
Increasing authority via upward influence
Influence Over Others
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Five Bases of Power

• Reward power Promising or granting rewards.
• Coercive power Threats or actual punishment.
• Legitimate power Based on position or formal
  authority.
• Expert power Sharing of knowledge or
  information.
• Referent power Power of ones personality
  (charisma).

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Organizational Politics and Impression Management
Organizational politics Involves intentional
acts of influence to enhance or protect the
self-interest of individuals or groups.

• Political Tactics
• Attacking or blaming others.
• Using information as a political tool
• Creating a favorable image.
• Developing a base of support.
• Praising others (ingratiation).
• Forming power coalitions with strong allies.
• Associating with influential people.
• Creating obligations (reciprocity).
• Impression management The process by which
  people attempt to control or manipulate the
  reactions of others to images of themselves or
  their ideas.

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Political Diagnosis

• Help understand the centers of power
• Identify type of political behavior likely to
  happen in an organization
• Usually done unobtrusively by observing behavior
  and making subtle inquiries

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Levels of Political Action in Organizations
Distinguishing Characteristics
Cooperative pursuit of general self-interests
Network Level
Cooperative pursuit of group interests in
specific issues
Coalition Level
Individual Level
Individual pursuit of general self-interests
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Practical Tips for Managing Organizational
Politics

• Reduce System Uncertainty
• Reduce Competition
• Break Existing Political Fiefdoms
• Prevent Future Fiefdoms