organizational behavior: an experiential approach 7/e joyce s. osland, david a. kolb, and irwin m....

Organizational Behavior: An Experiential Approach 7/EJoyce S. Osland, David A. Kolb, and Irwin M. Rubin

1©2001 by Prentice-Hall, Inc.

Chapter 16


2©2001 by Prentice Hall, Inc.

Objectives

• Describe the various sources of power

• Identify the influence tactics people use at work

• Expand upon work issues related to power– E.g. gender



Power and Influence

• POWER—the capacity to influence the behavior of others

• INFLUENCE—the process by which people successfully persuade others to follow their advice, suggestions, or orders



Sources of Power

• Personal Sources

– Expertise– Effort– Relationships– Coercive and reward power– Referent (charismatic) power



Sources of Power

• Situational sources

– Position (formal authority)– Control over resources– Control and access to information– Strategic contingency power



Influencing TacticsTypeType ToolToolRational persuasion

Inspirational appeals

Consultation

Ingratiation

Personal appeals

Exchange

Coalition tactics

Legitimating tactics

Pressure

Logical arguments and facts

Target’s values, ideals, and aspirations

Inclusion of target in planning

Praise, flattery, friendly, helpful behavior

Target’s loyalty and friendship

Reciprocated favors

Seek aids of others

Claim authority or right, point to policy, tradition

Demands, threats, frequent checking



Assertive Persuasion

Behaviors: Reasoning, debating, presenting ideas, proposals, and suggestions that involve facts and logic

Language: I suggest we adopt the second proposal for the following three reasons...

Push Style – Pushing our intellect



Reward and Punishment

Push Style –Pushing our will

Behaviors: Stating expectations, using incentives and pressures, evaluating, demanding, bargaining

Language: I expect you to be at work on time. If you are late, I will have to dock your pay.



Participation and Trust

Behaviors: Understanding, involving and supporting others, personal disclosure, active listening

Language: What do the rest of you think we should do?Pull Style –

Pull others toward uswith involvement



Common Vision

Behaviors: Inspiring, visioning, finding common ground, aligning

Language: Imagine what we could accomplish if we worked together.Pull Style –

Pull others toward us with an appeal



Gender and Power

• Women believe hard work will lead to advancement

• Men believe politics and connections will lead to advancement

– Evidence suggests political skill is rewarded



Gender and Power• Research results are not consistent with

regard to gender differences related to power. Some results with regard to women:

– less assertive with superiors– more likely to use rational based strategies– more likely to use consensus– more likely to use power for altruistic purposes– more likely to see power as a resource rather than

an end in itself



Four Ways Not to Persuade

• Force an initial up-front hard sell.

• Resist compromise

• Believe that the secret of persuasion lies in presenting great arguments.

• Assume persuasion is a one-shot effort.



• Gather relevant facts

• Marshal support

• Time the presentation

• Repackage, persist, and repeat

Four Actions to Persuade



The Law of Reciprocity (Cohen)

• The almost universal belief that people should be paid back for what they do

• One good (or bad) deed deserves another.



Commonly Traded Organizational Currencies

• Inspiration-Related Currencies– achieving a higher standard for the

organization, etc.; doing what is right

• Task-Related Currencies– Giving help, knowledge

• Position-Related Currencies– Advancement, recognition



...Commonly Traded Organizational Currencies

• Relationship-Related Currencies– friendship, personal support, understanding

• Personal-Related Currencies– Affirming self-esteem, expressing appreciation



The process of exchange(recognizing allies)

• See the person as an ally not an adversary– Need to create sustainable relationships

• Understand the potential ally’s world– See the other’s behaviour clearly and gain

information to understand the ally

• Be aware– Understand needs and currencies of the other

person



The process of exchange(successful exchanges)

• Understand the nature of the exchange transaction– Preferring to be right; don’t overuse a

currency

• The role of relationships– Exchange is easier with allies

• Inconvertable currencies– Fundamental differences can defy currency

exchange

organizational behavior: an experiential approach 7/e joyce s. osland, david a. kolb, and irwin m....

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