Management
binxia
chapter_5_power__influence.ppt
Power: The capacity to influence behavior
- The effective use of power and politics is a critical managerial skill.
- A manager’s power comes from helping others accomplish their tasks.
- This usually requires political clout.
*
A Positive View of Power
- Power can lead to great good
- It is the means through which managers accomplish work
- It is the lack of power that can lead to unhappiness
*
A Negative View of Power: Derail Manager’s Careers
- Insensitive to others
- Cold, aloof, and arrogant
- Betraying others trust
- Unable to delegate to others or to build a team
- Overly dependent on others
*
Personal Power
Insert figure 5.1
*
Current Trends
- Organizations are now flatter
- Technology has helped decentralized the flow of information
- Organizational boundaries have become blurred
- Increase in smaller firms
5-*
*
These trends have contributed to the use of empowerment, where power is based on managers’abilities to perform, not their formal position.
5-*
*
Characteristics of Likable People
We like people when we have a reason to believe they will:
- Support an open, honest, and loyal relationship
- Foster intimacy by being emotionally accessible
- Provide unconditional, positive regard and acceptance
- Endure some sacrifices if the relationship should demand them
- Provide social reinforcement in the form of sympathy or empathy
- Engage in the social exchanges necessary to sustain a relationship
5-*
*
Sources of Position Power
- Centrality
- Flexibility
- Visibility
- Relevance
*
Transforming Power into Influence
- Power is a necessary precondition of influence
- Influential people have power, but not all powerful people have influence
5-*
*
Influence strategies: The Three R’s Model
- Retribution: Force others to do what you say (coercion & intimidation)
- Reciprocity: Help other want to do what you say (bargaining & ingratiation)
- Reason: Show others that it makes sense to do what you say (facts & appeal to values)
5-*
*
When to Use Retribution
- Unequal power (in influencer’s favor)
- Commitment and quality not important
- Tight time constraints
- Serious violations
- Specific, unambiguous requests
- Resistance to request is likely
- E.g., Crimson Tide
*
When to Use Reciprocity
- Parties are mutually dependent
- Each party has valued resources
- Adequate time for negotiating
- Established exchange norms exist
- Commitment to goals not critical
- Needs are specific and short-term
- E.g., Robert Cialdini on Reciprocity
*
When to Use Reason
- Adequate time for extensive discussion
- Common goals
- Parties share mutual respect
- Parties share ongoing relationship
- E.g., In Good Company
*
Neutralizing Retribution Strategies
- Use countervailing power to shift dependence to interdependence
- Confront the exploiting individual directly
- Actively resist
E.g., You need to stay late because I’m your boss and I’m telling you to.
*
Neutralizing Reciprocity Strategies
- Examine the intent of any gift or favor-giving activity
- Confront individuals who are using manipulative bargaining tactics
- Refuse to bargain with individuals who use high-pressure tactics
E.g., You need to stay late because I did you that favor last week.
*
Neutralizing Reason Strategies
- Explain the adverse effects of compliance on performance (contrary logic)
- Defend your personal rights
- Firmly refuse to comply with the request
E.g., You need to stay late because we need your expertise and our company values hard work.
*
Model of Influence and Power
Insert Figure 5-2
5-*
*
Summary
- Enhance personal power by improving your expertise, personal attraction, effort and legitimacy
- Increase position power by improving your centrality, flexibility, visibility, and relevance
- Use reason, reciprocity, and retribution strategies appropriately and, when necessary, neutralize their use upon you
- Learn to sell issues to your superiors
*
*
