HROB 3100 Chapter 5: Gaining Power and Influence

• School: University of Guelph
• Department: Human Resources and Organizational Behaviour
• Course: HROB 3100
• Professor: Jamie Gruman

Document Summary

I(cid:374)di(cid:272)ators of a ma(cid:374)ager"s upward a(cid:374)d outward power. Lack of sensitive to others; abrasive and intimidating. Being overly ambitious, playing politics and always trying to move up. Inability to delegate to others or to build a team. Both a lack of power and the abuse of power are debilitating and counterproductive. Expertise task-relevant knowledge or experience: reliable. Personal attraction desirable characteristics associated with friendship: dependable. Effort higher-than-expected commitment of time likable. Legitimacy behaviour consistent with key organizational values: acceptance. Centrality access to information in a communication network. Flexibility amount of discretion vested into a position. Visibility degree to which task performance is seen aby influential people in the organization. Relevance alignment of assigned tasks and organizational priorities. Use countervailing power to shift dependence to interdependence. Examine the intent of any gift or favor-giving activity. Confront individuals who are using manipulative bargaining tactics. Refuse to bargain with individuals who use high-pressure tactics. Explain the adverse effects of compliance on performance.