ADM 2336 Chapter Notes - Chapter 12: Best Alternative To A Negotiated Agreement, Active Listening, Alternative Dispute Resolution
5 Jun 2018
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Chapter 12: Power, Influence and Negotiation
Why are some people more powerful than others?
● Power: the ability to influence the behaviour of others and resist unwanted influences in
return
○ Ability to resist: voicing of dissenting opinion, refusal to perform a specific
behaviour, organization of an opposing group of coworkers
Acquiring Power
● Organizational power - derives from a person’s position within the organization
○ Legitimate power: derives from a position of authority and is referred to as formal
authority
■ Have a title
■ Doesnt give the right to ask employees to do something outside the
scope of their jobs within the organization
○ Reward power: exists when someone has control over the resources or rewards
another person wants ex. Managers have control over raises
○ Coercive power: exists when a person has control over punishments in an
organization
■ Operates on the principle of fear ex. Manager having the right to fire
employee
● Personal power -
○ Expert power: derives from a persons expertise, skill or knowledge on which
others depend
■ Track record of high performance, ability to solve problems, specific
knowledge necessary to accomplish tasks
○ Referent power: exists when others have a desire to identify or be associated
with the person, based on attractiveness or charisma of leader
■ Affection, admiration, loyalty
● Contingency factors
○ Certain situations can increase or decrease the degree to which leaders can use
their power to influence others
○ Substitutability: the degree to which people have alternatives in accessing
resources
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■ Leaders control resources to which no one else has access can use their
power to gain greater influence
○ Discretion: degree to which managers have the right to make decisions on their
own
■ If managers are forced to follow org. policies, ability to influence others is
reduced
○ Centrality: represents how important the job is and how people depend on that
person to accomplish their tasks
○ Visibility: how aware others are of the leaders power and position
Using Influence
● Influence: the use of behaviours to cause behavioural or attitudinal changes in others
○ Can be directional - occurs downwards (managers influencing employees),
lateral (peers influencing peers) or upwards (employees influencing managers)
● Influence tactics
○ Most effective:
■ Rational persuasion: use of logical arguments and hard facts to show the
target that the request is a worthwhile one
● Most effective when it shows that proposal is important and
feasible
■ Inspirational appeal: tactic designed to appeal to targets values and
ideas, creating an emotional or attitudinal reaction
■ Consultation: target is allowed to participate in deciding how to implement
or carry out a request
● Increases commitment from the target - sees that their opinion is
valued
■ Collaboration: make it easier for the target to complete the request
● Leader could help complete the task, provide resources, remove
obstacles
○ Moderately effective:
■ Ingratiation: use of favours, compliments or friendly behaviour to make
the target feel better about the influencer
■ Personal appeals: requester asks for something on the basis of friendship
or loyalty
■ Exchange tactic: used when the requester offers a reward or resource to
the target in return for performing a request
● Requester has something of value to offer
■ Apprising: requester clearly explains why performing the request will
benefit the target personally
● Differs from rational persuasion - focuses on the benefit to the
target as opposed to simple logic that benefits the organization
● Differs from exchange - benefit is not necessarily something the
requester gives the target, its something that results from the
action
○ Least effective:
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find more resources at oneclass.com
Document Summary
Power: the ability to influence the behaviour of others and resist unwanted influences in return. Ability to resist: voicing of dissenting opinion, refusal to perform a specific behaviour, organization of an opposing group of coworkers. Organizational power - derives from a person"s position within the organization. Legitimate power: derives from a position of authority and is referred to as formal authority. Doesnt give the right to ask employees to do something outside the scope of their jobs within the organization. Reward power: exists when someone has control over the resources or rewards another person wants ex. Coercive power: exists when a person has control over punishments in an organization. Operates on the principle of fear ex. Expert power: derives from a persons expertise, skill or knowledge on which others depend. Track record of high performance, ability to solve problems, specific knowledge necessary to accomplish tasks.
