AFM280 Lecture Notes - Lecture 12: Organizational Commitment, Job Performance, Centrality
17 May 2018
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Chapter 12- power, influence and negotiation
POWER, INFLUENCE, AND NEGOTIATION
• Power can be defined as the ability to influence the behaviour of others and resist unwanted
influence in return.
• Ma ties, poe eploees do’t ealize ho ifluetial the ould e
• Power can be seen as the ability to resist the influence attempts of others
• E.g. esist highe ups to do hat’s est fo the tea
• E.g. resist employees to not be seen as a pushover
WHY ARE SOME PEOPLE MORE POEWRFUL THAN OTHERS?
ACQUIRING POWER
• Othe’s poe a oe fo soe formal position (e.g. supervisor)
• There are five major types of power that can grouped along two dimensions: organizational power
and personal power
ORGANIZATIONAL POWER
• legitimate power is derived from a position of authority inside the organization and is sometimes
efeed to as foal authoit
• people with titles such as a name on their door
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• they with legitimate power have the understood right to ask others to do things that are
considered within the scope of their authority
• there are limits
• e.g. a manager asks an employee to wash her car
• good leader manages legitimate power to earn respect and get people to commit to their
endeavours
• reward power exists when someone has control over the resources or rewards another person
wants
• e.g. managers have control over raises, resources for jobs assignments
• coercive power exists when a person has control over punishments in an organization
• drives fear
• e.g. managers have rights to demote and fire
• this is a poor form of power to use regularly because it leads to negative feelings
PERSONAL POWER
• personal forms power captures that soethig else a leade has
• expert power is deied fo a peso’s epetise, skill, o koledge o hih othes deped
• track record for high performance
• Referent power exists when others have a desire to identify and be associated with a person
• This desire is derived from an affection, admiration, or loyalty towards someone
• E.g. when Oprah mentions a book on her show, it rockets up the bestseller list almost
immediately
• It’s possile fo top people to hae all fie diesios of poe
• Generally, the personal forms of power are more strongly related to organizational commitment
and job performance than organizational forms
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CONTINGENCY FACTORS
• Factors that affect the stegth of a peso’s ailit to use poe to ifluee othes
• Substitutability is the degree to which people have alternatives in accessing resources. Individuals
that are able to control resources to which no one else has access can use their power to gain
greater influence
• Discretion is the degree to which individuals have the right to make decisions on their own
• Centrality epesets ho ipotat a peso’s jo is ad ho a people deped o that peso
to accomplish their tasks
• Visibility is how aae othes ae of a idiidual’s poe ad positio
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Document Summary
Acquiring power: othe(cid:396)"s po(cid:449)e(cid:396) (cid:373)a(cid:455) (cid:272)o(cid:373)e f(cid:396)o(cid:373) so(cid:373)e formal position (e. g. supervisor, there are five major types of power that can grouped along two dimensions: organizational power and personal power. It"s possi(cid:271)le fo(cid:396) top people to ha(cid:448)e all fi(cid:448)e di(cid:373)e(cid:374)sio(cid:374)s of po(cid:449)e(cid:396: generally, the personal forms of power are more strongly related to organizational commitment and job performance than organizational forms. Contingency factors: factors that affect the st(cid:396)e(cid:374)gth of a pe(cid:396)so(cid:374)"s a(cid:271)ilit(cid:455) to use po(cid:449)e(cid:396) to i(cid:374)flue(cid:374)(cid:272)e othe(cid:396)s, substitutability is the degree to which people have alternatives in accessing resources. Using influence: now we turn to the specific strategies that people use to translate their power into actual influence. Influence is the use of an actual behaviour that causes behavioural or attitudinal changes in others. Influence can be seen as directional: downwards- from top managers to bottom employees, upward- from employee to managers. The a(cid:271)solute po(cid:449)e(cid:396) of the (cid:862)i(cid:374)flue(cid:374)(cid:272)e(cid:396)(cid:863) a(cid:374)d (cid:862)i(cid:374)flue(cid:374)(cid:272)e(cid:863) is(cid:374)"t as important as the disparity between them.
