MGMT 5320 Ch 10 Summary
10-2 Discuss the four contingencies of power.
Four contingencies determine whether these power bases translate into real power. Individuals and work units are more powerful when they are nonsubstitutable. Employees, work units, and organizations reduce substitutability by controlling tasks, knowledge, and labor and by differentiating themselves from competitors. A second contingency is centrality. People have more power when they have high centrality, which means that many people are quickly affected by their actions. The third contingency, visibility, refers to the idea that power increases to the extent that a person's or work unit's competencies are known to others. Discretion, the fourth contingency of power, refers to the freedom to exercise judgment. Power increases when people have the freedom to use their power.
10-4 Describe eight types of influence tactics, three consequences of influencing others, and three contingencies to consider when choosing an influence tactic.
Influence refers to any behavior that attempts to alter someone's attitudes or behavior. The most widely studied influence tactics are silent authority, assertiveness, information control, coalition formation, upward appeal, impression management, persuasion, and exchange. "Soft" influence tactics such as friendly persuasion and subtle ingratiation are more acceptable than "hard" tactics such as upward appeal and assertiveness. However, the most appropriate influence tactic also depends on the influencer's power base; whether the person being influenced is higher, lower, or at the same level in the organization; and personal, organizational, and cultural values regarding influence behavior.
10-5 Identify the organizational conditions and personal characteristics associated with organizational politics, as well as ways to minimize organizational politics.
Organizational politics refer to influence tactics that others perceive to be self-serving behaviors, sometimes contrary to the interests of the organization. It is more common when ambiguous decisions allocate scarce resources and when the organization tolerates or rewards political behavior. Individuals with a high need for personal power and strong Machiavellian values have a higher propensity to use political tactics. Organizational politics can be minimized by providing clear rules for resource allocation, establishing a free flow of information, using education and involvement during organizational change, supporting team norms and a corporate culture that discourages political behavior, and having leaders who role model organizational citizenship rather than political savvy.
10-1 Describe the dependence model of power and the five sources of power in organizations.
Power is the capacity to influence others. It exists when one party perceives that he or she is dependent on the other for something of value. However, the dependent person must also have countervailing power—some power over the dominant party—to maintain the relationship, and the parties must have some level of trust. There are five power bases. Legitimate power is an agreement among organizational members that people in certain roles can request certain behaviors of others. This power has restrictions, represented by the target person's zone of indifference. It also includes the norm of reciprocity (a feeling of obligation to help someone who has helped you), as well as control over the flow of information to others. Reward power is derived from the ability to control the allocation of rewards valued by others and to remove negative sanctions. Coercive power is the ability to apply punishment. Expert power is the capacity to influence others by possessing knowledge or skills that they value. An important form of expert power is the (perceived) ability to manage uncertainties in the business environment. People have referent power when others identify with them, like them, or otherwise respect them.
10-3 Explain how people and work units gain power through social networks.
Social networks are social structures of individuals or social units (e.g., departments, organizations) that connect to one another through one or more forms of interdependence. People receive power in social networks through social capital, which is the goodwill and resulting resources shared among members in a social network. Three main resources from social networks are information, visibility, and referent power. Employees gain social capital through their relationship in the social network. Social capital tends to increase with the number of network ties. Strong ties (close-knit relationships) can also increase social capital because these connections offer more resources more quickly. However, having weak ties with people from diverse networks can be more valuable than having strong ties with people in similar networks. Weak ties provide more resources that we do not already possess. Another influence on social capital is the person's centrality in the network. Network centrality is determined in several ways, including the extent to which you are located between others in the network (betweenness), how many direct ties you have (degree), and the closeness of these ties. People also gain power by bridging structural holes—linking two or more clusters of people in a network.
