OB Chap012

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    C H A P T E RC H A P T E R

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

    12Power andInfluence in

    the Workplace

    Power andPower andInfluence inInfluence in

    the Workplacethe Workplace

    2 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    The Meaning of PowerThe Meaning of PowerThe Meaning of Power

    Power is the capacity of aperson, team, or organizationto influence others.

    The potential to influenceothers

    People have power they dontuse and may not know theypossess

    Power requires one personsperception of dependence onanother person

    AP Photo/Kenneth Lambert

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    3 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Power Overload at WorldcomPower Overload atPower Overload at WorldcomWorldcom

    Through excessive powerand influence, formerWorldCom CEO BernardEbbers (shown in photo) andhis inner circle of executivesperpetrated one of thelargest cases of accountingfraud in history.

    AP Photo/Kenneth Lambert

    4 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Power and DependencePower and DependencePower and Dependence

    PersonPersonAA

    PersonPerson

    BBs Goalss Goals

    PersonPerson

    BB

    Person BPerson B sscounterpowercounterpowerover Person Aover Person A Person APerson A ss

    power overpower overPerson BPerson B

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    5 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Model of Power in OrganizationsModel of Power in OrganizationsModel of Power in Organizations

    PowerPowerover Othersover Others

    ContingenciesContingenciesOf PowerOf Power

    LegitimateReward

    CoerciveExpert

    Referent

    SourcesSourcesOf PowerOf Power

    6 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    The Limits of Legitimate PowerThe Limits of Legitimate PowerThe Limits of Legitimate PowerCrimson Tide illustrates the limitsof legitimate power inorganizations. US submarineCaptain Frank Ramsey orders hiscrew to launch nuclear weaponsbased on a message fromWashington, whereas LieutenantCommander Ron Hunter opposes

    this decision because a secondmessage is incomplete. Whatensues is a mutiny that dividescrew loyalties.

    Topham/The Image Works

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    7 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Sources of PowerSources of PowerSources of Power

    Legitimate PowerLegitimate Power

    Reward PowerReward Power

    Coercive PowerCoercive Power

    Expert PowerExpert Power

    Referent PowerReferent PowerTopham/The Image Works

    8 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Information and PowerInformation and PowerInformation and Power

    Control over information flowBased on legitimate powerRelates to formal communication networkCommon in centralized structures (wheel pattern)

    Coping with uncertaintyThose who know how to cope with organizationaluncertainties gain power

    Prevention Forecasting Absorption

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    9 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Contingencies of PowerContingencies of PowerContingencies of Power

    ContingenciesContingenciesof Powerof Power

    SubstitutabilitySubstitutabilityCentralityCentralityDiscretionDiscretion

    VisibilityVisibility

    PowerPowerover othersover others

    SourcesSourcesof Powerof Power

    10 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    IncreasingNonsubstitutability

    ControllingControllingTasksTasks

    ControllingControllingKnowledgeKnowledge

    DifferentiationDifferentiation

    ControllingControllingLaborLabor

    Increasing NonsubstitutabilityIncreasingIncreasing NonsubstitutabilityNonsubstitutability

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    13 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Influencing OthersInfluencing OthersInfluencing Others

    Influence is any behavior that attempts toalter someones attitudes or behavior

    Applies one or more power bases

    Process through which people achieveorganizational objectives

    Operates up, down, and across the organizationalhierarchy

    14 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    InfluInflu enceenceTacticsTactics

    SilentSilentauthorityauthority Exchange

    Exchange

    InformationInformationcontrolcontrol

    PersuasionPersuasion

    Types of Influence TacticsTypes of Influence TacticsTypes of Influence Tactics

    FormingFormingcoalitionscoalitions

    UpwardUpwardappealappealImpressionImpression

    managementmanagement

    AsseAsse rtivenessrtiveness

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    AssertivenessAssertiveness Actively applying legitimate and coercivepower (vocal authority)

    Reminding, confronting, checking,threatening

    SilentSilentAuthorityAuthority

    Following requests without overt influence

    Based on legitimate power, role modeling

    Common in high power distance cultures

    more

    Types of InfluenceTypes of InfluenceTypes of Influence

    16 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    CoalitionCoalitionFormationFormation

    Group forms to gain more power thanindividuals alone

    1.Pools resources/power2.Legitimizes the issue3.Power through social identity

    ExchangeExchange Promising or reminding of past benefits inexchange for compliance Negotiation is integral to this strategy

    Networking relates to exchange influence

    more

    Types of Influence (cont)Types of InfluenceTypes of Influence ((concon

    tt))

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    Ingratiation/ Ingratiation/ Impress. Mgt.Impress. Mgt.

    Ingratiation Increasing liking/similarity to target Flattering, helping, seeking advice

    Impression Management

    Actively shaping our public images Way we dress, padding resum

    UpwardUpwardAppealAppeal

    Appealing to higher authority

    Includes appealing to firms goals

    Formal alliance to perception of alliancewith higher status person

    more

    Types of Influence (cont)Types of InfluenceTypes of Influence ((concon tt ))

    18 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    PersuasionPersuasion Using logic, facts, emotional appeals to gainacceptance

    Depends on persuader, message content,message medium, audience

    Types of Influence (cont)Types of InfluenceTypes of Influence ((concon

    tt))

    InformationInformationControlControl Manipulating others access to information

    Withholding, filtering, re-arranginginformation

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    AFP/Corbis

    Steve Jobss Reality Distortion FieldSteveSteve JobsJobs ss Reality Distortion FieldReality Distortion Field

    Steve Jobs, CEO of AppleComputer and PixarAnimation Studios, isfamous for influencingpeople through hispersuasiveness, whichdraws them into his realitydistortion field.

    20 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Contingencies of Influence TacticsContingencies of Influence TacticsContingencies of Influence Tactics

    Soft tactics generally moreacceptable

    Appropriate influence tacticdepends on:

    Influencers power baseLevel in the organizationCultural values and

    expectationsYounger employees

    Gender differencesAFP/Corbis

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    21 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    Organizational PoliticsOrganizational PoliticsOrganizational Politics

    Behaviors that others perceive asself-serving tactics for personal gainat the expense of other people andpossibly the organization

    22 2005 The McGraw-Hill Companies, Inc. All rights reserved.McShane/Von Glinow OB 3e

    ConditionsConditionsSupportingSupporting

    OrganizationalOrganizationalPoliticsPolitics

    ScarceScarceResourcesResources

    Complex andComplex andAmbiguousAmbiguousDecisionsDecisions

    Tolerance ofTolerance ofPoliticsPolitics

    OrganizationalOrganizationalChangeChange

    Conditions for Organizational PoliticsConditions for Organizational PoliticsConditions for Organizational Politics

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    Minimizing Political BehaviorMinimizing Political BehaviorMinimizing Political Behavior

    Leaders asLeaders asRole ModelsRole Models

    ManageManageTeam NormsTeam Norms

    Free FlowingFree FlowingInformationInformation

    Manage ChangeManage ChangeEffectivelyEffectively

    IntroduceIntroduceClear RulesClear Rules

    SupportSupportDesired ValuesDesired Values

    C H A P T E RC H A P T E R

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

    12Power andInfluence inthe Workplace

    Power andPower andInfluence inInfluence inthe Workplacethe Workplace