MGT 300 ch 9

conditions for silent authority

1- target persons role expectations 2- requester's legitimate power

Centraility

1-One factor is your "betweenness," which literally refers to how much you are located between others in the network 2-A second factor in centrality is the number or percentage of connections you have to others in the network (called degree centrality). 3-A third factor in centrality is the "closeness" of the relationship with others in the network. High closeness refers to strong ties.

consequences of hard and soft influence techniques

1-commitment (soft) 2-compliance 3-resistance (hard)

inoculation effect

A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent's arguments.

coercive power

Coercive power is the ability to apply punishment. This occurs when managers warn employees about the consequences of poor performance, yet employees also have coercive power. For example, employees might criticize coworkers when they disregard team norms

commitment

Commitment is the strongest outcome of influence, whereby people identify with the influencer's request and are highly motivated to implement it even when extrinsic sources of motivation are not present.

expert power

Expert power, on the other hand, originates from within the power holder. It is an individual's or work unit's capacity to influence others by possessing knowledge or skills valued by others. An important form of expert power is the perceived ability to manage uncertainties in the business environment. Organizations are more effective when they operate in predictable environments, so they value people who can cope with turbulence in consumer trends, societal changes, unstable supply lines, and so forth. Expertise can help companies cope with uncertainty in three ways. These coping strategies are Page 215arranged in a hierarchy of importance, with prevention being the most powerfu

consequences of power

In particular, people who feel powerful usually are more likely to rely on stereotypes, have difficulty empathizing, and generally have less accurate perceptions compared with people who have less power.

Absorption

People and work units also gain power by absorbing or neutralizing the impact of environmental shifts as they occur. An example is the ability of maintenance crews to come to the rescue when machines break down.

reward power

Reward power is derived from the person's ability to control the allocation of rewards valued by others and to remove negative sanctions (i.e., negative reinforcement). Managers have formal authority that gives them power over the distribution of organizational rewards such as pay, promotions, time off, vacation schedules, and work assignments.

Prevention

The most effective strategy is to prevent environmental changes from occurring

Forecasting

The next best strategy is to predict environmental changes or variations. In this respect, trend spotters and other marketing specialists gain power by predicting changes in consumer preferences.

silent authority

The silent application of authority occurs when someone complies with a request because of the requester's legitimate power as well as the target person's role expectations

Guanxi

a Chinese term referring to an individual's network of social connections. Guanxi is an expressive activity because interacting with family and friends reinforces one's self-concept. It is also an instrumental activity for receiving favors and opportunities from others. Guanxi is sometimes so pervasive, however, that several experts warn it can undermine the organization's effectiveness

norm of reciprocity

a feeling of obligation to help someone who has helped you. If a coworker previously helped you handle a difficult client, that coworker has power because you feel an obligation to help the coworker on something of similar value in the future. The norm of reciprocity is a form of legitimate power because it is an informal rule of conduct that we are expected to follow

information control

a hard influencing tactic in which key information is withheld in order to manipulate outcomes

upward appeal

a type of influence in which someone with higher authority or expertise is called on in reality or symbolically to support the influencer's position

persuasion

a type of social influence in which someone tries to change our attitudes

Imoression managment

actively shaping the perceptions and attitudes that others have of us.63 Impression management mostly occurs through self-presentation

legitimate power

an agreement among organizational members that people in certain roles can request a set of behaviors from others. This perceived right or obligation originates from formal job descriptions as well as informal rules of conduct. It is usually the most important source of power in organizational settings, particularly between employees and managers

structure hole

an area between two or more dense social network areas that lacks network ties

influence

any behavior that attempts to alter someone's attitudes or behavior

Assertiveness

behavior intended to express dominance or confidence

coalition formation

influence tactic which pools members' resources and power to influence others

silent authority

influencing behavior through legitimate power without explicitly referring to that power base

Sources of Power

legitimate, reward, coercive, expert, referent

compliance

occurs when people are motivated to implement the influencer's request for purely instrumental reasons. Without external sources to motivate the desired behavior, compliance would not occur.

Resistance

occurs when people or work units oppose the behavior desired by the influencer. At the extreme, they refuse to engage in the behavior.

impression management

people's efforts to control the impressions that others receive of them

charisma

personal appeal or attraction; magnetism

Types of Influence Tactics

silent authority, assertiveness, information control, coalition formation, upward appeal, persuasion, impression management, exchange

social networks

social structures of individuals or social units (e.g., departments, organizations) that are connected to each other through one or more forms of interdependence. Social networks potentially enhance and maintain the power of its members through three resources: information, visibility, and referent power. Probably the best-known resource is information from other network members, which improves the individual's expert power. Social networks are inherent in all organizations, yet they can create a Page 220formidable barrier to those who are excluded from those networks

Contingencies of Power

substitutability, centrality, discretion, visibility

exchange

the act of obtaining a desired object from someone by offering something in return

Machievellian values

the belief that deceit is a natural and acceptable way to influence others and that getting more than one deserves is acceptable

power

the capacity of a person, team, or organization to influence others

countervailing power

the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship

referent power

the capacity to influence others on the basis of identification with the respect for the power holder

social capital

the goodwill and resulting resources shared among members in a social network.31 This goodwill motivates and enables network members to share resources with each other because social networks produce trust, support, and empathy among network members

zone of indifference

the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought

organizational politics

when they seem to be self-serving behaviors at the expense of others and possibly contrary to the interests of the entire organization

ingratiation

which is any attempt to increase liking by, or perceived similarity to, some targeted person