Chapter 15 Influence, Empowerment, & Politics

Mutuality of Interest

• • • The balancing of organizational and individual interests Influenced by situation and management skill Fundamental aspect of influencing behavior

“Soft” Influence Tactics

• • • • •

Rational persuasion

occur.

: Using logical arguments and facts to persuade another that a desired result will

Inspirational Appeal

: Arousing enthusiasm by appealing to one’s values and beliefs

Consultation:

Asking for participation in decision making or planning a change

Ingratiation:

Getting someone to do what you want by putting that person in a good mood or getting him or her to like you.

Personal appeal:

Appealing to feelings of loyalty and friendship before making a request 15-3

“Hard” Influence Tactics

• • • •

Exchange:

Promising some benefits in exchange for complying with a request.

Coalition Building

others.

: Persuading by seeking the assistance of others or by noting the support of

Legitimating:

Pointing out one’s authority to make a request or verifying that it is consistent with prevailing organizational policies and practices.

Pressure:

Seeking compliance by using demands, threats, or intimidation.

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Outcomes of Influence Attempts

• • • Commitment - a strong positive response – The person will agree and carry out the request because they truly believes it is the right or best thing to do Compliance – completion of request – The person will agree only because there is something positive in it for him/her or something negative will happen if they don’t Resistance - a strong negative response – Request will be disregarded, influence attempt is 15-5 unsuccessful

Power

• • • • • • Socialized (help others) vs. Personalized (help self) Reward Coercive (punishment/threats) Legitimate (formal position in org.) Expert (knowledge) Referent (respect)

Empowerment

• • • • moving decision making down to the lowest level where a competent decision can be made Employees must be willing & able Doesn’t have to erode leader’s power Matter of degree – not either or

Participative Management

• Employees participate in: – Setting goals – Making decisions – Solving problems – Making performance improvements (changes)

The Evolution of Power: From Domination to Delegation

Power Distribution Followers are granted authority to make decisions High Influence Sharing Manager/leader consults followers when making decisions Power Sharing Manager/leader and followers jointly make decisions None Authoritarian Power Manager/leader impose decisions Domination Consultation Participation Delegation

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Delegation

• • Highest degree of empowerment More likely to happen when: – Employee is competent – Employee shares manager’s objectives – Manager & employee have positive relationship – Employee is also a manager – Trust

Barriers to Delegation :

– – – – – – – – – Belief in the fallacy “if you want something done right, do it yourself” Lack of confidence/trust in lower levels Low self-confidence Fear of being called lazy Vague job definition Fear of competition from those below Reluctance to take risks involved in depending on others Lack of controls that provide early warning of problems with delegated duties Poor example set by bosses who do not delegate 15-11

Organizational Politics

• • • • Intentional attempts to influence organizational decisions to protect own interests Heightened during change Networks – people oriented groups Coalitions – issues related groups (short term)

Impression Management

• • • Attempts to manipulate other’s perceptions of you Associated with high self-monitoring Can easily become unethical