Power and Influence Prt 1

fair unfair. Unfair influence tactics

The "soft" tactics are viewed as _____ and the "hard" tactics as _____. ____ _______ _______ were associated with greater resistance among employees.

compliance (three possible influence outcomes)

grudging acceptance and adherence; will need prodding and continued oversight.

scarcity (situational variables)

if a resource is plentiful it will not provide the same degree of dependency and power as a resource that is scarce.

women

who has a significantly higher need for socialized power

referent power (Bases of Power French/Raven)

(a.k.a. charismatic power) (resides only in the person) power comes into play when one's personality becomes the reason for compliance.

legitimate power (Bases of Power French/Raven)

(either positive or negative) (resides only in the position, not in the person) power is used when one obtains compliance through one's formal authority. it may be expressed negatively (an ego builder) or positively (focusing on job performance) exists only within the zone on indifference

coercive power (Bases of Power French/Raven)

(resides in the person and/or the position), power is used to gain compliance through threatened or actual punishment

reward power (Bases of Power French/Raven)

(resides in the person and/or the position), power is used when one obtains compliance by promising or granting desirable outcomes

expert power (Bases of Power French/Raven)

(resides only in the person) power means obtaining compliance through one's knowledge or expertise

commitment (three possible influence outcomes)

- enthusiastic agreement; demonstrate initiative and persistence. [is the best possible outcome, because the person remains intrinsically motivated.]

how do we overcome obstacles? (descending order)

1) Rational persuasion 2) Inspirational appeals 3) Consultation 4) Integration 5) Personal Appeals 6) Exchange 7) Coalition tactics 8) Pressure 9) Legitimizing tactics

soft tactics

1-5 rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals

hard tactics

6-9 exchange, coalition tactics, pressure, legitimizing tactics

resistance

Requests perceived to be outside the zone will be met with __________.

accepted acted

Requests perceived to be within the zone will be __________ and _____ on without much thought.

readily accepted.

Requests within the zone:

8 pressure (overcoming obstacles)

Seeking compliance by using demands, threats, or intimidation

5 personal appeal (overcoming obstacles)

Appealing to feelings of loyalty and friendship before making a request

2 inspirational appeal (overcoming obstacles)

Arousing enthusiasm by appealing to one's values and beliefs

3 consultation (overcoming obstacles)

Asking for participation in decision making or planning a change

reward power, coercive power, legitimate power, expert power, referent power

French and Raven Bases of Power

that interpersonal power arises from five different bases

French and Raven proposed that:

4 ingratiation (overcoming obstacles)

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

accruing additional sources/bases of power and influence.

People can expand the zone of indifference by ______________ __________/_____ __ ______ and _________

7 coalition building (overcoming obstacles)

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

9 legitimating (overcoming obstacles)

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

6 exchange (overcoming obstacles)

Promising some benefits in exchange for complying with a request.

met with resistance.

Requests outside the zone:

1 rational persuasion (overcoming obstacles)

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

The tactics of consultation, rational persuasion, and inspirational appeals

______________, ______________, and ____________ are more likely to generate commitment.

dependency

at its most distilled level power is a function of if I ________ on another person, that person has power

centrality (situational variables)

being in a pivotal, focal, or crucial position for making a decision, passing along information, providing key services

reciprocity

belief that both good and bad deeds should be repaid in kind is virtually universal

negative impact, resistance

coercive power has a slightly _____ ________ most likely to produce __________

positive impact, commitment

expert and referent power have a generally _____ _____ and are likely to produce _________

persuading others

instructions on how to be more effective

origins of organizational power

interpersonal structural situational

personalized power

is directed at helping oneself

socialized power

is directed at helping others

dependency

is the key to power.As mentioned above, power only exists in a relationship between two or more people where scarce resources are valued and sought. Power, therefore, exists because of inter dependencies such that an external entity is needed to secure a desired outcome or avoid an undesired outcome. That being the case, understanding factors contributing to dependency allows us to predict, manage, and control power.

instructions on how to be more persuasive

liking, reciprocity, social proof, consistency, authority, scarcity

resistance (three possible influence outcomes)

overt or covert blocking; likely to demonstrate initiative and persistence but against the objective/goal of the person attempting to influence.

authority

people tend to defer to and respect credible experts

consistency

people tend to do what they are personally committed to

social proof

people tend to follow the lead of those most like themselves

liking

people tend to like those who like them

scarcity

people want items, information, and opportunities that have limited availability

capacity to cope with uncertainty (situational variables)

prevention, prediction, absorbing

positive impact, compliance

reward and legitimate power have a generally _____ _____ and are likely to produce _________ this type of employees require frequent re-administrations of power to remain "controlled". People may comply outwardly but look for opportunities to resist. Like reward and negative legitimate power, when coercive power issued re-administrations of the power is needed

dependency is a function of

structural and situational variables

visibility (situational variables)

symbols (e.g., awards, diplomas, certifications, etc.), clothing/costume/appearance (e.g., stethoscope, lab coat, imposing physique, etc.); salience (location where others are more aware of your presence.

power

the capacity to overcome resistance and bring about a desired change. interpersonal structural situational ______ only exists in a relationship between two or more people where scarce resources are valued and sought. in other words ____ is the result of an exchange (or potential exchange) and without the exchange (or potential exchange) power is not present

criticality (situational variables)

the degree to which the resource is important in achieving a desired outcome. The more critical, the more dependency. The more dependency, the greater the power.

discretion (situational variables)

the freedom to exercise judgment rather than follow specific rules and regulations. Rules limit discretion; limit power

non-substituatability (situational variables)

the more a resource has no viable substitute, the greater the dependency and, therefore, the greater the potential for power

Zone of indifference

the range in which attempts to influence a person will be perceived as legitimate & will be acted on without a great deal of thought (Chester Barnard). Managers will/should attempt to expand the zone as much as possible.

interpersonal

these relate to what? control of resources control of decision making process control of information

situational

these relate to what? criticality scarcity nonsubstitutability discretion visibility centrality capacity to cope with uncertainty

structural

these relate to what? reward coersive legitimate expert referent

resistance, compliance, commitment

three possible influence outcomes of obstacles