MGT 2030 Chapter Notes - Chapter 9: Job Performance, Reinforcement, Hierarchical Organization
OB-Power and Politics
POWER AND DEPENDENCE
Power: A capacity that one has to influence the behaviour of another, so that the others acts in
aordae ith oe’s ishes.
Dependence: Another is dependent on you when you possess something the other person
needs or desires.
Power does not imply a poor relationship
Power can flow in any direction in an organization
Power implies to both individuals and groups
Effective use of power and politics is a critical managerial skill
POSITIVE VIEW OF POWER
Power can lead to greater good when that is the goal.
It is the means through which managers accomplish their work.
It is the lack of power that can lead to unhappiness.
BASES OF POWER
Formal Power Inherent in the Position Held
Coercive Power
Power that is based on fear.
Power derived from the use of punishment and threat.
When managers use coercive power, it is generally ineffective and can provoke
considerable employee resistance.
Reward Power
Power based on the ability to provide benefits or rewards to employees.
It corresponds to the concept of positive reinforcement.
Legitimate Power
Power based on the relative position or job in the organizational hierarchy.
It is ased o oe’s offiial resposiilit ad authorit.
Legitimate power works because people have been socialized to accept its
influence.
Personal Power
Expert Power
Poer ased o a perso’s eperiee ad koledge.
Power derived from having information which is valuable.
It is especially common among lower-level members in scientific and technical
areas.
Referent Power
Power based on liking the person and enjoying doing things for them.
It stems from identification through admiration of their qualities.
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CULTIVATING SOCIAL NETWORK
Superiors:
Build good relationships and have mentors who are key superiors are the best
ways of obtaining power through cultivating others.
Outsiders:
Estalishig strog relatioships ith ke people outside of oe’s orgaizatio,
in business and professional organizations.
Subordinates:
Being closely identified with up-and-coming subordinates
Being backed by a cohesive team.
EMPLOYEE RESONSES TO POWER
1. Commitment – The person is enthusiastic about the request/carries the task out.
2. Compliance – The person goes along with the request grudgingly, putting in
minimal effort on the task.
3. Resistance – The person is opposed to the request and tries to avoid it.
The least effective power bases are the ones most likely to be used by managers:
Coercive, legitimate, and reward
Easiest to implement
Effective managers use referent and/or expert power
DEPENDANCE AND POWER
Importance
The things you control must be important.
Scarcity
A resource must be perceived as scarce.
Non-substitutability
The resource cannot be substituted with something else.
TRANSFORM POWER INTO INFLUENCE
Power is a necessary precondition for influence
Influential people have power, but not all powerful people have influence
Influence strategies or tactics convert power into actual influence over others. These are
behaviors used to affect others, ad their relatie effetieess is deteried oe’s
personal and formal power and the appropriateness of the strategy for the situation
INFLUENCE TACTICS
1. Rational persuasion using logic and reason.
2. Inspirational appeals to goals and values.
3. Consultation to get others involved.
4. Ingratiation or flattery to get others to comply.
5. Personal appeals on the basis of loyalty and friendship.
6. Exchange or reciprocity to gain support.
7. Coalitions with others for support.
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Power: a capacity that one has to influence the behaviour of another, so that the others acts in a(cid:272)(cid:272)orda(cid:374)(cid:272)e (cid:449)ith o(cid:374)e"s (cid:449)ishes. Dependence: another is dependent on you when you possess something the other person needs or desires. Power can flow in any direction in an organization. Effective use of power and politics is a critical managerial skill. Power can lead to greater good when that is the goal. It is the means through which managers accomplish their work. It is the lack of power that can lead to unhappiness. Power derived from the use of punishment and threat. When managers use coercive power, it is generally ineffective and can provoke considerable employee resistance. Power based on the ability to provide benefits or rewards to employees. It corresponds to the concept of positive reinforcement. Power based on the relative position or job in the organizational hierarchy. Legitimate power works because people have been socialized to accept its.
