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Chapter 13 – Key concepts
Power, authority and compliance Bases of Power (French and Raven,
1958) Developing power Managing your boss Empowerment Organizational Politics
Power The capacity to
influence behavior, to get someone to something you want
The ability to make things happen the way you want Dependency Choice
Authority The right (and power) to command,
enforce, seek compliance, obedience or make specific types of decisions
Example: a manager has the authority to grant pay raises to his/her employees
Bases of Power (formal) Legitimate
Formal authority, sanctioned by organization Belief in manager- subordinate relationship Transferable from one person to another
Reward Use extrinsic rewards
Coercive Deny desired rewards or administer
punishment
Bases of Power (personal) Expert power
knowledge, experience, or judgment Access to or control over information
Referent (charismatic) power A person wants to identify with the
power holder Based on interpersonal style and
personalityBased on French and Raven, 1958
Outcomes: influence and power
Why do people respond to requests or orders at work?
Milgram experiments People have strong tendencies to follow the
instructions of the boss Direct defiance within organizations is rare
Obedience and Acceptance of Authority
Barnard’s Zone of Indifference, a psychological contract
Perform auditingTasks
Work 40 hrs /week
Work overtime
Do tax work Legitimate Authority
Work religious holidaysFile illegal reportsType and file
Power
Before exercising power
Who do we want to influence? Are the behaviors within our range? Is our weight enough to bring about
change? What are alternatives?
Choice depends on target, situation
“Soft” influence tactics
Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals
How to issue a directiveAssume that employee has choice to follow or
ignore
Employee must: understand the directive. feel mentally and physically capable of carrying
out the directive. believe that the directive is consistent with the
organization’s goals. believe that the directive is consistent with his or her
personal interests.
Influence Outcomes Commitment
Enthusiastic agreement, show initiative and persistence
Compliance Grudgingly go along; need prodding
Resistance Say no, make excuses, stall, put up
an argument+0-
Managing your Boss Realize that it is your duty (and in your
self- interest) to make the boss as effective and achieving as possible.
Make sure you understand your boss and his/her context Goals and objectives Pressures Strengths, weaknesses, blind spots Preferred work style Never underrate your boss
Managing your boss
Assess yourself and your needs: Strengths Weaknesses Personal style Predisposition toward dependence
on/resistance to authority figures
Managing your boss… Develop and maintain a relationship that…
Fits both your needs and styles Is characterized by mutual expectations Keeps your boss informed (no surprises) Is based on dependability and honesty Selectively uses your boss’s time and resources Is based on trust
Thanks to Peter Drucker and Tom Dowling
The Management of Empowerment
Empowerment - the process through which managers help others acquire and use the power needed to make decisions that affect them
power = ability to get things done
Critical Questions How do participants view power? How will rewards and sanctions be
allocated? Who will have decision-making authority?
What resources, tools, training are necessary?
What roles must be redefined? Will managers support the changes?
Empowerment model
Share information
Create autonomy through structure
Let teams become thehierarchy
From W. Allen Randolph, in Kinicki and Kreitner, p. 270
Organizational Politics
“Intentional acts of influence to enhance or protect the self-interest of individuals or groups”
Cited in Kinicki and Kreitner, pg. 271
Causes
Unclear objectives Vague performance measures Ill-defined decision processes Strong individual or group
competition Any type of change