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Chapter 9

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Ryerson University
Human Resources
MHR 405
Frank Miller

Chapter 9: Power and Influence Power – The ability of one party to change or control the behaviour, attitudes, opinions, objectives, needs or values of another party Influence – The process of affecting the thoughts, behaviour and feelings of others Political behaviour – Influence attempts that are for personal gain and are not officially sanctioned by an organization Powerlessness - A lack of power Sources of power:  Legitimate Power – Power that is based on a person holding a formal position. Others comply because they accept the legitimacy of the position of the power holder  Reward Power – Power based on a person’s access to rewards. Others comply because they want the rewards the power holder can offer  Coercive Power – Power that is based on a person’s ability to punish. Others comply because they fear punishment or negative consequence  Referent Power – A power that is based on a person’s attractiveness to and friendship with others. Others comply because they respect and like the power holder  Expert Power – Power based on a person’s expertise, competence and information a certain area. Others comply because they believe the power holder’s knowledge and competence  Information Power-Power based on a person’s access to important information others comply because they want the information the power holder has Empowerment – Creating conditions for heightened motivation through the development of a strong sense of personal self-efficacy 3 Basic steps in managing the boss 1. Making sure one understands one’s boss and his or her context 2. Assessing oneself and one’s needs 3. Developing and maintaining a relationship that is mutually rewarding and respectful Organizational Conditions that enable power and influence; Conditions that enable power and influence:  Control of resources – When a subunit or individual controls an important resource, which another person or group desires, that subunit or individual holds power. Also groups seen as powerful tend to be given more resources from top management  Ability to reduce uncertainty – Changing or uncertain conditions in an organization’s internal and external environments have an impact on which individuals and subunits can gain power. If a subunit or individual has the ability help deal with uncerta
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