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ORGB1105 - Ch10 - Anthony Okuchi
791
Organizational Behaviour
Ch 10
How do you influence others in life?
L01
The Meaning of Power
L01
What is power?
- The capacity of a person, team, or organization to influence others
- Potential to change attitudes and behavior (not actual change)
- People may be unaware of their power
Perception – target perceives power holder controls a valuable resource
Unequal dependence - countervailing Power as the capacity of a person, team or organization to keep a more powerful person or group in the exchange relationship.
A
Power
B's countervailing power over A
A's control over resources
A's power over B
B
Person B's Goals
Sources of power
L01
What types of power exist?
Legitimate
- Agreement that people in certain roles can request certain behaviors of others
- Zone of indifference - range of behaviors for deference to authority
- Norm of reciprocity - felt obligation to help someone who has helped you
- Information control - right to distribute information to others
- Creates dependence
- Frames situation
Reward
Control rewards valued by others, remove negative sanctions
5
Sources of Power
Coercive
Ability to apply punishment
main sources of power
Expert
Capacity to influence others by possessing knowledge or skills that they value
Coping with uncertainty
Organizations operate better in predictable environments
People gain power by using their expertise to:
- Prevent environmental changes
- Forecast environmental changes
- Absorb environmental changes
Referent
Capacity to influence others through identification with and respect for the power holder
Associated with charisma
L02
Contingencies of power
What are some alternatives to power?
More power when no options
Contingencies of Power
High interdependence
4
Substitutability
Centrality
Discretion
Visibility
contingencies of power
- The freedom to exercise judgment
- Rules limit discretion
- Discretion is perceived by others
- You are known as holder of valued resource
- Increases with face time, display of power symbols
L03
Social networks
Social networks – people connected to each other through forms of interdependence
Generate power through social capital - goodwill and resulting resources shared among members in a social network
Three power resources through networks
- Information
- Visibility
- Referent power
Power over others
Social network ties
The differences between the ties
Ties and Strength
Strong ties
- Close-knit relationships (frequent interaction, high sharing, multiple roles)
- Offer resources more quickly/plentifully, but less unique
Weak ties
- Acquaintances
- Offer unique resources not held by us or people in other networks
Many ties
- Resources increase with number of ties
- Limited capacity to form weak/strong ties
Centrality
Person’s importance in a network
Three factors in centrality:
- Betweenness – extent you are located between others in the network
- Degree centrality - Number of people connected to you
- Closeness – stronger relationships
Centrality
The dark side
Structural Hole
An area between two or more dense social network areas that lacks network ties.
Social Networks are natural elements of all organizations, yet they can create a formal barrier to those who are not actively connected to it.
Dark side of Social Networks
Consequences of power
Consequences of Power
Empowerments tends to increase:
- Motivation
- Job satisfaction
- Organizational commitment
- Job performance
People who feel powerful:
- Are more likely to rely on stereotypes
- Have difficulty empathizing
- Have less accurate perceptions
When an individual has power over others:
- It produces a sense of duty or responsibility for the people over whom she/he has the power. These individuals tend to be more mindful of their actions and engage in less stereotyping
L04
Influencing others
Influence is any behavior that attempts to alter someone’s attitudes or behavior
Applies one or more power bases
Essential activity in organizations
- Coordinate with others
- Part of leadership definition
- Everyone engages in influence
Influencing Others
L04
Types of influence
Types of Influence
- Following requests without overt influence
- Based on legitimate power, role modeling
- Common in high power distance cultures
- Actively applying legitimate and coercive power (“vocal authority”)
- Reminding, confronting, checking, threatening
- Manipulating others’ access to information
- Withholding, filtering, re-arranging information
Group forms to gain more power than individuals alone
- Pools resources/power
- Legitimizes the issue
- Power through social identity
- Appealing to higher authority
- Includes appealing to firm’s goals
- Alliance or perceived alliance with higher status person
- Logic, facts, emotional appeals
- Depends on persuader, message content, message medium, audience
- Inoculation Effect: A persuasive communication strategy of warning listeners that others will try to influence them
- Actively shaping or public image
- Self-presentation
- Ingratiation
- Promising or reminding of past benefits in exchange for compliance
- Negotiation, reciprocity, networking
Silent Authority
Assertiveness
Information Control
Coalition Formation
Upward Appeal
Persuasion
Impression Management
Exchange
Consequences of influence
What impact do these tactics cause?
Identify and highly motivated to implement the request
People opposed the behaviour desired by the influencer
Motivated by external sources to implement the request
Resistance
Compliance
Commitment
Consequences of Influence
Hard influence tactics
Soft influence tactics
Silent authority
Upward appeal
Coalition formation
Information control
Assertiveness
Persuasion
Impression mgt
Exchange
L05
Organizational politics
Why do politics happen?
Organizational Politics
Behaviors that others perceive as self-serving tactics for personal gain at the expense of other people and possibly the organization.
Employees who experience organizational politics have lower
- job satisfaction
- organizational commitment
- organizational citizenship
- task performance.
Minimizing politics
Minimizing organizational Politics
- Need to minimize scarce resources
- Resource allocation decisions are clear and simplified
- Need to diagnose and alter systems and role modeling that support self-serving behavior
- Machiavellian Values: The belief that deceit is a natural and acceptable way to influence others and that getting more than one deserves is acceptable
Alternative perspectives
What other concepts exist on influence?
Linchpin
For black Americans, having the ability to code-switch could help you get that promotion, make your case to a judge, or leave a police encounter unscathed. But changing how you speak isn't always enough to get around racism.
Are you indispensable? Seith Godin 2010
Charm
A
B
A = Princess/Prince
B = Prodigy
C = Frustration
D = Linchpin
D
C
Perseverance
Talent
Alternative Perspectives
Obama famous with code switcing to increase influence
Buy-In
Saving a good idea from getting shot down John P. Kotter, 2010
The authors list 24 attacks and responses, all "based on a strategy of being respectful and keeping your comments short, clear, and filled with common sense." To conclude the book, they include a short chapter that you can reference quickly any time you are pitching a new idea. And finally, they take some time to discuss Kotter's long-standing interest in change and how buy-in of ideas contributes to large-scale change.