Chapter 13

Power

-An intangible force in organizations. -It cannot be seen, but its effect can be felt. -Power is the ability of one person or department in an organization to influence other people to bring about desired outcomes. It is the potential to influence others within the organization with the goal of attaining desired outcomes for power holders. -Power exists only in a relationship between two or more people, and it can be exercised in either vertical or horizontal directions. -The source of power often derives from an exchange relationship in which one person, department, or organization provides scarce or valued resources to other people, departments, or organizations. When one is dependent on another, a power relationship emerges in which the side with the resources has greater power. -Power holders can achieve compliance with their requests

eastern cultures and power

-East Asian philosophies, such as Confucianism, conceptualize the self as inherently interconnected and interdependent with others. -Personal distinctiveness is less important than maintaining social relationships, preserving ingroup harmony, fulfilling duties and responsibilities, and striving for self-improvement. -Values of self-discipline, restraint, and responsibility for others are thought to correspond to East Asian views of power.

western cultures and power

-Western cultures, the self is construed as independent, unique, and separate from others; the self is an efficacious, autonomous agent, and the cultural norm is to express one's inner attributes and feelings, self-enhance, and stand out relative to others. -Power in Western cultures would be conceptualized in terms of personal influence, entitlement, and assertiveness.

networking centrality

-being centrally located in the organization and having access -Network centrality means being centrally located in the organization and having access to information and people that are critical to the company's success. -Managers as well as lower-level employees are more effective and more influential when they put themselves at the center of a communication network, building connections with people throughout the company

control of info

-information is a primary business source -Managers recognize that information is a primary business resource and that by controlling what information is collected, how it is interpreted, and how it is shared, they can influence how decisions are made. -Top managers generally have access to more information than do other employees. -Middle managers and lower-level employees may also have access to information that can increase their power.

formal position

-legitimate power accrued to top positions -Certain rights, responsibilities, and prerogatives accrue to top positions -People throughout the organization accept the legitimate right of top managers to set goals, make decisions, and direct activities; -The amount of power provided to middle managers and lower-level participants can be built into the organization's structural design.

people

-loyal executives/managers -Top leaders often increase their power by surrounding themselves with a group of loyal executives. -Top executives can use their central positions to build alliances and exercise substantial power when they have a management team that is fully in support of their decisions and actions.

resources

-resources can be used as a tool for power -Top managers control the resources and, hence, can determine their distribution. -Resources can be used as rewards and punishments, which are additional sources of power. -Resource allocation creates a dependency relationship. -Lower-level participants depend on top managers for the financial and physical resources needed to perform their tasks. -Top management can exchange resources in the form of salaries and bonuses, personnel, promotions, and physical facilities for compliance with the outcomes they desire

sources of power

formal postion resources control of info people networking centrality

whats networking

:Developing a set of relationships critical to your ability to get things done, get ahead and develop professionally - Taking advantage of situations that arise, leaving a positive impression - Planning what you want to achieve and how to achieve it - Not about using people :No substitute for doing quality work - The better your work, the more people will want to network with you

Social Capital Hypothesis: Success from Whom You Know

At the height of his success, financier Baron de Rothschild's acquaintance asked for a loan, and replied: "I won't give you the loan myself; but I will walk arm-in-arm with you across the floor of the stock exchange, and you soon shall have willing lenders to spare."

networking dont's

Don't hang around with your friends at networking eventopportunities Don't interrupt heavy or private conversations Don't be overly negative/critical Don't hang on to a conversation too long

Human Capital Hypothesis: Success from Intrinsic Merit

If a man can write a better book, preach a better sermon, or make a better mousetrap than his neighbor, though he builds his house in the woods the world will make a beaten path to his door. Attributed to Ralph Waldo Emerson

5 personal powers

Legitimate Power Reward Power Coercive Power Expert Power Referent Power

Why is networking important?

Makes you known Makes your work known Increases your social capital

personal power

Personal power is the potential ability of one person to influence other people

Ties vary by strength

Strong ties: Your core network -Circle of trust -Reliable connections Weak ties: Your extended network - Mostly via indirect access - Don't overlook their value: Diverse, non-redundant information

the power of your social network

Taking the power of what you know to the power of who you know • "Ability is of little account without opportunity" -Napoleon Bonaparte

networking do's

Wear name badge visibly Be easy to speak to Speak—talk to new people Have brief discussion with speaker after their presentation If you are the speaker, hang around afterward Talk to people sitting next to you Arrive early and stay late to talk to others Attend social activities Get introductions from others and introduce others Hang out in visible areas Bring those business cards (to use if asked)

expert power

derives from a person's greater skill or knowledge about the tasks being performed.

referent power

is derived from personal characteristics: people admire the manager and want to be like or identify with the manager out of respect and admiration

legitimate power

is the authority granted by the organization to the formal management position a manager holds

cohesive power

is the authority to punish or recommend punishment.

reward power

stems from the ability to bestow rewards—a promotion, raise, or pat on the back—to other people

echo chambers

your friends are friends with each others brokers connect echo chambers

strength of weak ties

• Getting a Job (Granovetter, 1985) - 20% used formal means (advertisements, headhunters) - 56% found their job through personal connections • Majority of these ties were "weak"- 17% of contacts were good friends- 55% saw their contacts only occasionally- 28% saw their contacts only rarely • Acquaintances are more important than good friends in connecting you to job possibilities! • Weak Ties are a source of social capital - The more acquaintances you have the more social capital you possess