Slide 1“Getting Things Done” SequencePowerSlide 4Slide 5Slide 6Slide 7Three influence outcomesSlide 9Basis of strategic alliancesSlide 11Slide 12Slide 13Slide 14Slide 15Pursuing Political ChangeSlide 17Influence, Power, and Influence, Power, and Politics (An Politics (An Organizational Survival Organizational Survival Kit)Kit)Chapter Thirteen“Getting Things Done” Sequence•Managing Change•Leadership•Influence, Power, and Politics•Managing Conflict•Note: menu of options available to you in an organizational settingPowerHow does one get things done, even if one has formal authority?Influencing OthersInfluencing Others•Nine Generic Influences•Three Influence Outcomes•Practical Research Insights•Strategic Alliances and ReciprocitySocial Power and EmpowermentSocial Power and Empowerment•Five Bases of Power•Practical Lessons from Research•Employee Empowerment•Making Empowerment Work13-1aChapter Thirteen OutlineChapter Thirteen OutlineOrganizational Politics and Impression Organizational Politics and Impression ManagementManagement•Definition and Domain of Organizational Politics•Impression Management•Keeping Organizational Politics in Check13-1bChapter Thirteen Outline Chapter Thirteen Outline (continued)(continued)13-2aRational persuasionRational persuasion. Trying to convince someone with reason, logic, or facts.Inspirational appealsInspirational appeals.. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.ConsultationConsultation.. Getting others to participate in planning, making decisions, and changes.IngratiationIngratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery.Personal appealsPersonal appeals. Referring to friendship and loyalty when making a request.Nine Generic Influence TacticsNine Generic Influence Tactics13-2bExchangeExchange.. Making express or implied promises and trading favors.Coalition tacticsCoalition tactics. Getting others to support your effort to persuade someone.PressurePressure. Demanding compliance or using intimidation or threats.Legitimating tactics.Legitimating tactics. Basing a request on one’s authority or right, organizational rules or polices, or express or implied support from superiors.Nine Generic Influence TacticsNine Generic Influence TacticsThree influence outcomes•Commitment – will gladly do it•Compliance – will grudgingly do it•Resistance – will refuse in one way or another to do it–We all know what “no” means? At least most of the time. What does a “yes” mean?•Note results of researchMutual respect.Openness.Trust. Mutual benefit.13-3Skills and Best Practices: How Skills and Best Practices: How to Turn Your Coworkers into to Turn Your Coworkers into Strategic AlliesStrategic AlliesBasis of strategic alliances•Reciprocity•Social power•Reward power:Reward power: Promising or granting rewards.•Coercive power:Coercive power: Threats or actual punishment.•Legitimate power:Legitimate power: Based on position or formal authority.•Expert power:Expert power: Sharing of knowledge or information.•Referent power:Referent power: Power of one’s personality (charisma).13-4Five Bases of PowerFive Bases of Power13-6Figure 13-1The Empowerment PlanCreate AutonomyThrough StructureLet Teams BecomeThe HierarchyRemember: Empowerment is not magic;it consists of a few simple steps anda lot of persistence. Share InformationRandolph’s Empowerment Randolph’s Empowerment ModelModelPolitical Tactics:Political Tactics:Attacking or blaming others.Using information as a political toolCreating 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:Impression management: “The process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas.”Organizational politics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.”13-7Organizational Politics and Organizational Politics and Impression ManagementImpression Management13-8Figure 13-2Distinguishing Distinguishing CharacteristicsCharacteristicsCooperativeCooperative pursuit of generalgeneral self-interestsCooperativeCooperative pursuit of groupgroup interests in specificspecific issuesIndividualIndividual pursuit of generalgeneral self-interestsNetworkLevelCoalitionLevelIndividualLevelLevels of Political Action in Levels of Political Action in OrganizationsOrganizationsReduce System UncertaintyReduce CompetitionBreak Existing Political FiefdomsPrevent Future Fiefdoms13-9Table 13-1Practical Tips for Managing Practical Tips for Managing Organizational PoliticsOrganizational PoliticsPursuing Political Change•City, State, or National Level•Resistance to change –Comes from bureaucracy and other stakeholders–Exhibits similar characteristics as discussion on why change is resisted•Difficulty in “unfreezing” aspect–Enabling legislation or similar mechanism to facilitate unfreezingPursuing Political Change•Leadership issues–Lead/coordinate diverse group of “advocates”–Lead person within bureaucracy to champion the change•Role of influence and politicking to build coalition of “advocates”, allies, etc. and to obtain support for change•Managing conflict among allies,
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