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Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
1©2001 by Prentice-Hall, Inc.
Chapter 16
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
2©2001 by Prentice Hall, Inc.
Objectives
• Describe the various sources of power
• Identify the influence tactics people use at work
• Expand upon work issues related to power– E.g. gender
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
3©2001 by Prentice Hall, Inc.
Power and Influence
• POWER—the capacity to influence the behavior of others
• INFLUENCE—the process by which people successfully persuade others to follow their advice, suggestions, or orders
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
4©2001 by Prentice Hall, Inc.
Sources of Power
• Personal Sources
– Expertise– Effort– Relationships– Coercive and reward power– Referent (charismatic) power
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
5©2001 by Prentice Hall, Inc.
Sources of Power
• Situational sources
– Position (formal authority)– Control over resources– Control and access to information– Strategic contingency power
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
6©2001 by Prentice Hall, Inc.
Influencing TacticsTypeType ToolToolRational persuasion
Inspirational appeals
Consultation
Ingratiation
Personal appeals
Exchange
Coalition tactics
Legitimating tactics
Pressure
Logical arguments and facts
Target’s values, ideals, and aspirations
Inclusion of target in planning
Praise, flattery, friendly, helpful behavior
Target’s loyalty and friendship
Reciprocated favors
Seek aids of others
Claim authority or right, point to policy, tradition
Demands, threats, frequent checking
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
7©2001 by Prentice Hall, Inc.
Assertive Persuasion
Behaviors: Reasoning, debating, presenting ideas, proposals, and suggestions that involve facts and logic
Language: I suggest we adopt the second proposal for the following three reasons...
Push Style – Pushing our intellect
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
8©2001 by Prentice Hall, Inc.
Reward and Punishment
Push Style –Pushing our will
Behaviors: Stating expectations, using incentives and pressures, evaluating, demanding, bargaining
Language: I expect you to be at work on time. If you are late, I will have to dock your pay.
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
9©2001 by Prentice Hall, Inc.
Participation and Trust
Behaviors: Understanding, involving and supporting others, personal disclosure, active listening
Language: What do the rest of you think we should do?Pull Style –
Pull others toward uswith involvement
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
10©2001 by Prentice Hall, Inc.
Common Vision
Behaviors: Inspiring, visioning, finding common ground, aligning
Language: Imagine what we could accomplish if we worked together.Pull Style –
Pull others toward us with an appeal
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
11©2001 by Prentice Hall, Inc.
Gender and Power
• Women believe hard work will lead to advancement
• Men believe politics and connections will lead to advancement
– Evidence suggests political skill is rewarded
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
12©2001 by Prentice Hall, Inc.
Gender and Power• Research results are not consistent with
regard to gender differences related to power. Some results with regard to women:
– less assertive with superiors– more likely to use rational based strategies– more likely to use consensus– more likely to use power for altruistic purposes– more likely to see power as a resource rather than
an end in itself
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
13©2001 by Prentice Hall, Inc.
Four Ways Not to Persuade
• Force an initial up-front hard sell.
• Resist compromise
• Believe that the secret of persuasion lies in presenting great arguments.
• Assume persuasion is a one-shot effort.
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
14©2001 by Prentice Hall, Inc.
• Gather relevant facts
• Marshal support
• Time the presentation
• Repackage, persist, and repeat
Four Actions to Persuade
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
15©2001 by Prentice Hall, Inc.
The Law of Reciprocity (Cohen)
• The almost universal belief that people should be paid back for what they do
• One good (or bad) deed deserves another.
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
16©2001 by Prentice Hall, Inc.
Commonly Traded Organizational Currencies
• Inspiration-Related Currencies– achieving a higher standard for the
organization, etc.; doing what is right
• Task-Related Currencies– Giving help, knowledge
• Position-Related Currencies– Advancement, recognition
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
17©2001 by Prentice Hall, Inc.
...Commonly Traded Organizational Currencies
• Relationship-Related Currencies– friendship, personal support, understanding
• Personal-Related Currencies– Affirming self-esteem, expressing appreciation
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
18©2001 by Prentice Hall, Inc.
The process of exchange(recognizing allies)
• See the person as an ally not an adversary– Need to create sustainable relationships
• Understand the potential ally’s world– See the other’s behaviour clearly and gain
information to understand the ally
• Be aware– Understand needs and currencies of the other
person
Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin
19©2001 by Prentice Hall, Inc.
The process of exchange(successful exchanges)
• Understand the nature of the exchange transaction– Preferring to be right; don’t overuse a
currency
• The role of relationships– Exchange is easier with allies
• Inconvertable currencies– Fundamental differences can defy currency
exchange