FINALFINALPower and Influence Readings:Nelson, D. L. & Quick, J. C. (2013) Cengage Learning. Organizational Behavior: Science, The Real World, and You, (8th Edition): Chapter 11 (Power and Political Behavior). Purchase online or in Cengage Reader in USC Bookstore.● Concept of Power○ Power - the ability to influence another person○ Influence - the process of affecting the thoughts behavior, and feelings of anotherperson○ Authority - the right to influence another person○ Zone of indifference - the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought; the employee accepts that the manager has the authority to request such behaviors and complies with the requests■ If requests fall outside the zone of indifference, the manager must work toenlarge the employee’s zone of indifference; this is accomplished with power (an ability) rather than with authority (a right)● Forms and Sources of Power in Organizations○ (5 types) Interpersonal forms of power - interactions with others■ Reward power - power based on an agent’s ability to control rewards that target wants (salary increases, bonuses, promotions), only lead to better performance if the employee sees a clear and strong link between performance and rewards → be explicit about the behavior being rewarded and should make the connection clear between the behavior and the reward■ Coercive power - power that is based on an agent’s ability to cause an unpleasant experience for a target (punishments)■ Legitimate power - (similar to authority) power that is based on position and mutual agreement; agent and target agree that the agent has the right to influence the target■ Referent power - an elusive power that is based on interpersonal attraction; the target identifies with or wants to be like the agent; charismatic, respected, individualistic individuals ■ Expert power - the power that exists when an agent has specialized knowledge or skills that the target needs; to be effective, 3 conditions must be met: 1) the target must trust that the expertise given is accurate, 2) the knowledge involved must be relevant and useful to the target, 3) the target’s perception of the agents as an expert is crucial; using easy-to-understand language signals the target that the expert has an appreciation for real-world concerns and increases the target’s trust in theexpert■ Which type of interpersonal power is most effective?● Reward and coercive → compliance, the employees will dowhat the manager asks them to, at least temporarily, notcompletely effective because they may require the manager to be physically present and watchful in order to apply rewards or punishment → constant surveillance creates an uncomfortable situation for managers and employees and eventually results in a dependency relationship: employees will not work unless the manager is present● Legitimate power → compliance, “Do this because I am your boss,” has not been linked to organizational effectiveness or to employee satisfaction, in organizationswhere managers rely heavily on legitimate power, organizational goals are not necessarily met● Referent power - linked with organizational effectiveness; it is also the most dangerous power because it can be too extensive and intensive in altering the behavior of others; charismatic leaders need an accompanying sense of responsibility for others● Expert power = the power of the future; out of the 5, it has the strongest relationship with performance and satisfaction; through expert power, vital skills, abilities, and knowledge are passed on within the organization; employees internalize what they observe and learn from managers they perceive to be the experts● Least effective: legitimate, reward, coercive are the ones most likely to be used by managers, these powers are inherited when they take a supervisory job● Most effective: referent and expert are ones that must be developed and strengthened through interpersonal relationships with employees○ Intergroup sources of power - groups or teams within an organization can also use power from several sources■ Critical resources - when one group controls an important resource that another group desires, the first group holds the power. Controlling resources needed by another group allows the power-holding group to influence the actions of the less powerful group. Groups seen as powerfultend to be given more resources from top management■ Strategic contingencies - activities that other groups depend on in order tocomplete their tasks; 3 factors can give a group control over strategic contingency: 1) the ability to cope with uncertainty, if a group can help another group deal with uncertainty, it has power, 2) a high degree of centrality within the organization (high centrality = if a group’s functioning is important to the organization’s success, it has high centrality), 3) nonsubstitutability - the extent to which a group performs a function that isindispensable to an organization● Groups hold power over other groups when they can reduce uncertainty, when their functioning is central to the organization’s success, and when the group’s activities are difficult to replace● Key: dependency, when one group controls something that another group needs, it creates a dependent relationship and gives one group power over the other ● Using Power Ethically ○ Key to being ethical: be sensitive to employees’ concerns and to communicate well○ Information power - access to and control over important information; impt: the person’s position within the communication networks in the organization, both formal and informal■ Framing - the “spin” that managers put on information; managers interpretthe information they pass on and influence the subordinates’ perceptions of it○ Method for determining whether a power-related behavior is ethical (to be considered ethical, all three criteria must be met):■ 1) Does the behavior produce a good outcome for people both inside andoutside the organization? ● Utilitarian outcomes - behavior should result in the greatest good for the greatest number of people; if the power-related behavior serves only the individual’s self-interest and fails to help the organization reach its goals, it is considered unethical■ 2) Does the behavior respect the rights of all parties? ● Individual rights - free