SIAM UNIVERSITY

ORGANIZATION BEHAVIOR Chapter 10

Power and Influence

in Workplace

PRESENTATION

NO NAME ID STUDENTS

1 YANNA LI 5517190021

2 JITTIMA SAEHENG 5517190037

3 PRABIN RAI 5517190045

4 SOCHEAT SAM 5517190055

5 THANL 5517190060

6 SHU HE 5517190065

7 LEI LI 5517192010

GROUP 2

THE MEANING OF POWER

Power is the capacity of a person, team, or

organization to influence others.

The potential to influence others

People have power they don’t use and may

not they processes

Power requires one person’s perception of

dependence on another person

Counter Power is the capacity to a person,

team, or organization to keep a person more

powerful person or group in the exchange.

Anjella Marque Germany Chancellor

Brazil President

IMF executive

Resource desired by person BResource desired by person B

Person B’s countervailing power over Person A

Person APerson APerson A’s control of resource valued by person B

Person BPerson B

Person A’s power over Person B

POWER AND DEPENDENCE

MODEL OF POWER IN ORGANIZATIONS

Sources

of power

Sources

of power

Legitimate Reward Coercive Expert Referent

Power over

others

Contingencies

of power

Substitutability Centrality Discretion Visibility

Organizational Power

Personal Power

Contingencies of Power

Contingenciesof Power

Substitutability

Centrality

Discretion

Visibility

Powerover others

Sourcesof Power

INFORMATION AND POWER

Control over information flow Based on legitimate power Relates to formal communication network Common in centralized structures (wheel pattern)

Coping with uncertainty Those who know how to cope with organizational

uncertainties gain power

- Prevention

- Forecasting

- Absorption

NETWORKING AND POWER

Cultivating social relationships with others to

accomplish one’s goals

Increases power through

Social Capital – durable network that connects people

to others with valuable resources

Referent Power – people tend to identify more with

partners within their own networks

Visibility and Centrality contingencies

INFLUENCING OTHERS

Influence is any behavior that attempts to alter

someone’s attitudes or behavior Applies one or more power base Process through which people achieve organizational

objectives Operates up, down and across the organizational

hierarchy

TYPE OF INFLUENCE TACTICS

Information Control

Manipulating others’ access to information Withholding, filtering, re-arranging

Assertiveness Actively applying legitimate and coercive power “vocal authority” Reminding, confronting, checking, threatening

Centrality Following requests without overt influence Based on legitimate power, role modeling Common in high power distance cultures

Coalition Formation

Group forms to gain more power than individuals alone 1. Pools resources/power 2. Legitimizes the issue 3. Power through social identity

MORE

TYPE OF INFLUENCE TACTICS

ImpressionManagement

Ingratiation - Increasing liking/similarity to target - Flattering, helping, seeking advice Impression Management - Actively shaping our public images - Way we dress, padding resume

Persuasion Using logic, facts, emotional appeals to gain acceptance Depends on persuader, message content, message medium and the audience

Upward Appeal

Appealing to higher authority Includes appealing to firm’s goals Formal alliance or perception of alliance with higher status

Exchange Promising or reminding of past benefits in exchange for compliance Negotiation is integral to this strategy Networking relates to exchange influence

CONSEQUENCES OF INFLUENCE TACTICS

Resistance

Compliance

Commitment

Silent authority

PersuasionIngratiation &

Impression managementExchange

Upward appealCoalition formation Information control

Assertiveness

Soft influencetactics

Hard influencetactics

MORE

ORGANIZATIONAL POLITICS

Organizational Politics Behaviors that others perceive as self-serving

tactics for personal gain at the expense of other people and possible the organization.

More prevalent when scarce resources are allocated using complex and ambiguous decisions and when the organization tolerates or rewards political behavior.

Individuals with a high need for personal power, an internal locus of control, and strong Machiavellian values have a higher propensity to use political tactics.

CONDITION FOR ORGANIZATIONAL POLITICS

ConditionsSupporting

Organizational Politics

ScarceResources

Complex andAmbiguousDecisions

Tolerance of Politics

OrganizationalChange

MINIMIZING ORGANIZATIONAL POLITICS

Leaders as role models

Manageteam norms

Free flowinginformation

Manage changeeffectively

Introduceclear rules

Support values that

oppose politics

QUESTIONS ???