Buad 309 Chapter 15

Front 1

Mutuality of interest

Back 1

involves win-win situations in which one’s self-interest is served by cooperating actively and creatively with potential adversaries. Balancing individual and organizational interest through win-win cooperation.

Front 2

Nine generic influence tactics:

Back 2

characterize social influence in all directions and in a wide variety of settings. Soft Tactics: 1. Rational persuasion: trying to convince someone with reason, logic, or facts. 2. Inspirational appeals: trying to build enthusiasm by appealing to others emotions, ideals, or values. 3. Consultation: getting others to participate in planning, making decisions, and changes. 4. Ingratiation: getting someone in a good mood prior to making a request, being friendly, helpful, and using praise or flattery. 5. Personal appeals: referring to friendship and loyalty when making a request. Hard tactics: 6. Exchange: making express or implied promises and trading favors. 7. Coalition tactics: getting others to support your effort to persuade someone. 8. Pressure: demanding compliance or using intimidation or threats. 9. Legitimating tactics: basing a request on one’s authority or right, organizational rules or Policies, or express or implied support from superiors.

Front 3

3 Possible influence outcomes

Back 3

1. Commitment: best outcome because the target person’s intrinsic motivation will energize good performance. 2. Compliance: settle for, minimum requirements satisfied. 3. Resistance: means a failed influence attempt.

Front 4

Social power

Back 4

is the ability to get things done with human, informational, and material resources.

Front 5

Socialized power

Back 5

directed at helping others.

Front 6

Personalized power

Back 6

directed at helping oneself

Front 7

Five Bases Of Power

Back 7

power arises from 5 different bases: reward power, coercive power, legitimate power, expert power, and referent power.

Front 8

Reward power

Back 8

obtaining compliance with promised or actual rewards

Front 9

Coercive power:

Back 9

obtaining compliance through threatened or actual punishment.

Front 10

Legitimate power

Back 10

Obtaining compliance through formal authority. Linked to one’s formal position or authority. Positive: focuses constructively on job performance, negative: tends to be threatening and demeaning to those being influenced.

Front 11

Expert Power

Back 11

obtaining compliance through one’s knowledge or information, over those who need such knowledge or information.

Front 12

Referent Power

Back 12

also called charisma, comes to play when one’s personality becomes the reason for compliance. Obtaining compliance through charisma or personal attraction.

Front 13

Research insights

Back 13

Expert and referent power had a generally positive impact. Reward and legitimate power had a slightly positive impact, and coercive power had a slightly negative impact. Reward, coercive and negative legitimate power tend to product compliance, and sometimes resistance. While positive legitimate power, expert power, and referent power tend to foster commitment

Front 14

Empowerment

Back 14

is recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation. Sharing varying degrees of power with lower-level employees to tap their full potential.

Front 15

The evolution of power

Back 15

from domination to delegation: degree of empowerment: authoritarian power (domination): manager/leader imposes decisions. Influence sharing (consultation): manager/leader consults followers when making decisions. Power sharing (participation): manager/leader and followers jointly make decisions. Power Distribution (delegation): followers granted authority to make decisions.

Front 16

Participative Management (PM):

Back 16

as the process whereby employees play a direct role in 1. Setting goals. 2. Making decisions, 3. Solving problems. and 4. Making changes in the organization.

Front 17

P< Involving employees in various forms of decision making. Goes beyond simply asking employees for their ideas and opinions. Increases employee satisfaction, commitment, and performance

Back 17

Increases motivation because it helps employees fulfill three basic needs 1. Autonomy, 2. Meaningfulness of work, and 3. Interpersonal contact.

Front 18

Delegation:

Back 18

process of granting decision-making authority to lower-level employees. This amounts to power distribution.

Front 19

Barriers to delegation:

Back 19

belief in the fallacy, “if you want it done right, do it yourself”, lack of confidence and trust in lower-level employees, low self-confidence, fear of being called lazy, vague job definition, fear of competition form those below, reluctance to take the risks involved in depending on others, lack of controls that provide early warning problems with delegated duties, poor example set by bosses who do not delegate.

Front 20

Personal initiative

Back 20

is a behavior syndrome resulting in an individual’s taking an active and self-starting approach to work and going beyond what is formally required in a given job. More specifically, personal initiative is characterized by the follow: 1. Consistent with the organization’s mission, 2. Has long-term focus, 3. Is goal-directed and action-orientated, 4. Is persistent in the face of barriers and setback, and 5. Is self starting and proactive.

Front 21

Personal initiative

Back 21

the other side of delegation: from decreasing time to action to solve a problem (bottom up): apathy, noncompliance, telling someone about a problem, asking someone else to act, asking for approval to act, taking action.

Front 22

Randolph’s empowerment model:

Back 22

the empowerment plan: share information- share company performance info, help people understand the business, build trust through sharing sensitive information, create self-monitoring possibilities. Create Autonomy through structure: create a clear vision and clarify the little pictures, create a new decision-making rules that support empowerment, clarify goals and roles collaboratively, establish new empowering performance management processes, use heavy doses of training. Let teams become the hierarchy: provide direction and training for new skills, provide encouragement and support for change, gradually have managers let go of control, work through the leadership vacuum stage, acknowledge the fear factor. Remember: Empowerment is not magic, it consist of a few simple steps and a lot of persistence.

Front 23

Organizational politics

Back 23

involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.

Front 24

Political maneuvering is triggered primarily by uncertainty

Back 24

1. Unclear objectives, 2. Vague performance measures, 3. Ill-defined decision processes, 4. Strong individual or group competition, 5. Any type of change.

Front 25

Coalition:

Back 25

is an informal group bound together by the active pursuit of a single issue. Compared to a network which is people oriented and have broader and longer term agendas, coalition is issue oriented

Front 26

Levels of political action in organizations:

Back 26

individual level: individual pursuit of general self-interest, Coalition level: cooperative pursuit of group interest in specific issues, Network level: cooperative pursuit of general self-interests.

Front 27

Political tactics

Back 27

: attacking or blaming others (minimize or avoid association with failure, reactive when scapegoating is involved, proactive when used to reduce competition for limited resources), using information as a political tool (involves the purpose withholding or distorting of info, obscuring and unfavorable situation by overwhelming superior w/ info), creating a favorable image (dressing/grooming for success, adhering to organizational norms and drawing attention to one’s successes and influences, taking credit for others successes.), developing a base of support(getting prior support for a decision, building other’s commitment to a decision through participation), praising others (making influential people fee good), forming power coalitions with strong allies (teaming up with powerful people who can get results), associating with influential people (building a support network both inside and outside the organization), creating obligations (creating social debts, “I did you a favor, so you owe me a favor”).

Front 28

Attitude toward politics

Back 28

naïve: politics is unpleasant, avoid it at all costs, tell it like it is, none-the truth with win out. Sensible: politics is necessary, further departmental goals, network; expand connections, use system to give and receive favors, negotiate, bargain. Sharks: politics is an opportunity, self-serving and predatory, manipulate, use fraud and deceit when necessary, bully, misuse info, cultivate and use friends and other contacts.

Front 29

Impression Management

Back 29

the process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas. Getting others to see us in a certain manner.

Front 30

Favorable upward impression management tactics can be:

Back 30

job-focused (manipulating info about one’s job performance, self-focused (presenting oneself as a polite and nice person)

Front 31

4 motives for intentionally looking bad a work

Back 31

avoidance (employees seeks to avoid additional work, stress, burnout, or an unwanted transfer or promotion), obtain concrete rewards (employees seek to obtain a pay raise or a desired transfer, promotion, or demotion), Exit (employee seeks to get laid off, fired, or suspended, and perhaps also to collect unemployment or worker’s comp), Power (employee seeks to control, manipulate, or intimidate others, get revenge, or make someone else look bad.)

Front 32

5 unfavorable upward impression management tactics:

Back 32

Decreasing performance, not working to potential, withdrawing, displaying a bad attitude, broadcasting limitations.

Front 33

How to keep organizational politics within reasonable bounds:

Back 33

screen out overly political individuals at hiring time, create an open-book management system, make sure every employee knows how the business works and has a personal line of sight to key results with corresponding measurable objectives for individual accountability, have nonfinancial people interpret periodic financial and accounting statements for all employees, establish formal conflict resolution and grievance processes, as an ethics filter, do not only what you would feel comfortable doing on national TV, publicly recognize and reward people who get real results without political games.