CAMBODIAN MAKONG UNIVERSITY MN 201 ORGANIZATIONAL BEHAVIOR CHAPTER

CAMBODIAN MAKONG UNIVERSITY MN 201 ORGANIZATIONAL BEHAVIOR CHAPTER 9 POWER AND INFLUENCE IN THE WORKPLACE GROUP 2 Lecturer: Mr. LONG BUNTENG Prepared By: Mr. Hou Heng

LEARNING OBJECTIVE � Define the meaning of power and counter power. � Describe the five bases of power in organizations. � Explain how information relates to power in organization. � Discuss the four contingencies of power. � Summarize the eight types of influence tactics. � Discuss three contingencies to consider when deciding which influence tactic to use. � Distinguish influence from organizational politics. � Describe the organization conditions and personal characteristics that support organization politics. � Identify ways to minimize organizational politics.

THE MEANING OF POWER § Power is the capacity of a person, team, or organization to influence others. § Counter power is the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship. Person A Counter Power Person B`s goal

SOURCES OF POWER IN ORGANIZATIONS § Legitimate Power Agreement among organizational members. § Reward Power The person`s ability to control allocation of rewards valued by others. § Coercive Power The ability to apply punishment.

SOURCES OF POWER IN ORGANIZATIONS § Expert Power Individual`s or work unit`s capacity to influence others by possessing knowledge. § Referent Power When others identify with them, like them, or otherwise respect them. § Information and Power Employees gain power by controlling the flow of information that others need.

CONTINGENCIES OF POWER § Substitutability Refers to the availability of alternatives. Power is strongest when someone has a monopoly over a valued resource. § Centrality The degree and nature of interdependence between powrholder and others. § Discretion The freedom to exercise judgment. To make decisions without referring to a specific rule or receiving permission from someone else.

CONTINGENCIES OF POWER § Visibility Refers to the idea that power increases to the extent that a person`s or work unit`s competencies are known to others.

INFLUENCING OTHERS § Influence is any behavior that attempts to alter another person`s attitudes or behavior. § Types of Influence Tactics • Silent Authority: someone complies with a request. • Assertiveness: legitimate and coercive power to influence others. • Information Control: involves explicitly manipulating others` access to information for the purpose of changing their attitudes or behavior, or both.

INFLUENCING OTHERS • Coalition Formation: a group that attempts to influence people outside the group by pooling the resources and power of its members. • Upward Appeal: a type of coalition in which one of the members is someone with higher authority or expertise. • Ingratiation: any attempt to increase the extent to which a target person likes us or perceives that he or she is similar to us. • Persuasion: using logical arguments, facts, and emotional appeals to encourage people to accept a request or message.

INFLUENCING OTHERS • Exchange: the promise of benefits or resources in exchange for the target person`s compliance with your request. § The three ways that people react when others to influence them: • Resistance • Compliance • Commitment

INFLUENCE AND ORGANIZATIONAL POLITICS Organizational Politics is the behavior that others perceive as self-serving tactics for personal gain at the expense of other people and possibly the organization. § Organizational politics flourishes under the right conditions. § Employees apply political strategies to protect their valued resources, position, and self- image. § Machiavellian values is the belief that deceit is a natural and acceptable way to influence others and to achieve goal.

INFLUENCE AND ORGANIZATIONAL POLITICS § Organizational politics can be minimized by • Providing clear rules for resource allocation. • Engaging in effective organizational change. • Supporting team norms and a corporate culture that discourage dysfunctional politics. • Having leaders who role model organizational citizenship rather than political savvy.

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