Ch. 9 Power and Politics

Refers to the extent to which other perceive that you ahve the right to influence them (ususally get that with a title -- manager, vice presidents, etc.)

Don't want to overemphasize this (ie saying I am your manager and therefore you need to follow my rules)

Prob today is that many people dislike people in power

Refers to the extent to which others perceive that you control positively valued outcomes and that you are willing to provide them

(Figure out why you should reward people for doing their job)

Power is based on perceptions, so if they think you can reward them, you have a reward power even if you actually can't

Refers to the extent to which others perceive that you control engatively valued outcomes and that you are willing to provide them

*Punishment under operant learning theory

~> Know which outcomes need to be disciplined and need to be ready to follow through

~> If unwilling to do so, problematic cuz message is sent that inappropriate behavior = ok and it will make those who do follow the rules feel demoralized and no longer respect you as a leader

Refers to the extent to which others perceive that you possess non-expert information which they need and that you're willing to share with them

~> Get through experience of working at co.

~> Know key things that make a co. roll that are little and nonexpert but necessary to keep moving smoothly

Refers to the extent to which others perceive that you have the ability to use logic and conceptual arguments to get them to do what you want them to do

~>Validity of your argument

*Key to getting ideas heard and followed

Refers to the extent to which others can be influenced based on the fact that they view you in a positive light

~> Those that are more easy going and nice about things have more referent power than angry ones

~> That way you're not just nice when you need to be because then you're considered fake/not genuine/sincere

Refers to the extent to which others perceive that you possess expert information which they value and that you are willing to share it with them

~> Short term access to new markets

~> Long term, now they know what you know and don't need you anymore (create competitors)

Refers to the extent to which others perceive that you possess an ability to inspire them based your enthusiasm, confidence, and strength of convistions

~> Not as easy to train people to develop this... so try to do things you're passionate about so people can be influenced by your enthusiasm

How you use different strats to acheive desired ends

~>Need to think about how people are perceiving you

~> Discredits him in many ways to make him look bad and ineffective so he will be fired

~> His proactive response saved his career: he built relationships with his employees so they were willing to help him out (build alliances)

~> Don't lose temper even on key issues cuz could discredit you

~> document key facts in order to neutralize political factors and focus on issue

Andi was ineffective in that she didn't understand the proper protocol for setting up phone calls for Miranda (Need to just do it and learn on your feet)

Didn't understand the way her boss operated or her needs

Managing Upward

1) Understand your boss (Talk to people who have been working there-- expectations, hot buttons, pet peeves, or even ask boss directly)

2) Support your boss (be careful about mouthing off about his/her decisions or disagreeing with boss in front of others)

3) Help your boss succeed (want boss to perceive you as being indispensible ~> ie like you and build that relationship such that it gives you an edge)

1)Ask for advice *sends message that you value their opinion

2) Exchange favors (reciprocity principle)

3) Be a Team Player (volunteer to do things

4) Make a good showing at social events (ie go and shmooze ~> can't miss all or ese you start to look bad and don't overdo it with drinking)

**Bosses might talk to coworkers, "What's it like working with this person?"

1) Solicit Opinions (what do you think?)

2) Fight for their demands (in a mode of helping and are concerned for them, then they'll do the same-- reciprocity)

3) Give out recognition (thank them for working hard and tell them you apprec them--- recog the people who helped you acheive what you've accomplished~> it motivates them, "I value what you've done and I recog your contribution")

Senior Management-- for an internship you may have to do a formal presentation of a proj you did and then you'll be evaluated and questioned about whether they'll offer you a job)

1) Shine at meetings

2) Show an itnerest in the co's products and services (buy their products to look good)

3) Get your name in front of influential people

-Networking (they support you)

-Contructive persuasion and negotiation

-Consultation ~> define your idea as desired outcome and meet with org to develop "buy-in" for it

-Coalition-Building~> ID key players who you need the support of

**Individual Factors:

-Machiavellianism

-self-monitoring (adjust behavior to induce pos rxns)

-need for power (desire to control others, influence their behavior and be -responsible for them)

-indiv values (affect level of policital behavior~> ethics)

*And Org factors...

Organization Factor:

-Org values (bottom-line, exploitattive, and Madison ave mentality (it's right if I can convince you it's right)),

-ambiguity (politics thrive in uncertain situations),

-counternorms (saying one thing but expected another),

-competition (btwn employees),

-level in the org (political behav inc with inc in level)

1) Selectively use objective criteria (use to make you alternative look best)

2) Use outside experts (hired and will support who hired them but also is credible and "objective")

3) Control the agenda (can decide what will/won't be considered, what gets discuess when, and the relative placements of proposals makes a dif)

4) Form Coalitions (work tog towards same goal)

5) Co-Opt Others (give unit seekign support a spot on board ~> exposed to social influence of committee memebers ...

5)... and conform to pressure

6) Use committees (get them to narrow it down so when you choose who you want, no one will question it)

1) Don't close your eyes to politics (think about strats discussed and whether/why they are being used)

2) Challenge political behav (no rewarding bad, punish if don't stop, and help change actions)

3) Reduce ambiguity (clarify goals, min. change, and make decision processes clear)

4) Make things visible (to dec desire to "play politics"

5) Walk the Talk (ie don't politic if you don't want others to)

6) Recog that others may interpret your behavs as political even if you wern't being politc