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Presentation On Power And Influence In The Workplace

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Published in: Business Strategy
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This presentation discusses the influence tactics to be used to minimize organizational politics.

Huzaif N / Dubai

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  1. L*9..J9.....S-i.-LJ Emirates College of Technology Power and Influence in the Workplace Handout # 7 This handout covers CLO#4 Discuss the influence tactics to be used to minimize organizational politics.
  2. After finishing this unit the student should be able to: Describe the sources of power in organizations. Discuss the four contingencies of power Summarize the different types of influence tactics. Distinguish influence from organizational politics. Identify ways to minimize organizational politics. 2
  3. The Meaning of Power Power is the capacity of a person, team, or organization to influence others. — Potential, not actual use — People have power they don't use — may not know they possess — A perception 3
  4. Model of Power in Organizations Sources of Power Legitimate Reward Coercive Expert Referent Power over others Contingencies of Power 4
  5. Legitimate Sources of Power Agreement that people in certain roles can request certain behaviors of others • Based on job descriptions and mutual agreement • Legitimate power range (zone of indifference) varies across national and org cultures. 5
  6. Legitimate Reward Sources of Power • Ability to control the allocation of rewards valued by others and to remove negative sanctions • Operates upward as well as downward 6
  7. Legitimate Reward Coercive Sources of Power • Ability to apply punishment • Exists upward as well as downward • Peer pressure is a form of coercive power 7
  8. Legitimate Reward Coercive Expert Sources of Power • The capacity to influence others by possessing knowledge or skills that they value • More employees gain expert power over companies in knowledge —based economy 8
  9. Legitimate Reward Coercive Expert Referent Sources of Power • Occurs when others identify with, like, or otherwise respect the person • Associated with charismatic leadership 9
  10. Contingencies of Power Sources of Power Power over others Contingencies of Power Substituability Centrality Discretion Visibility 10
  11. Increasing Nonsubstitutability • Substitutabili — it is the extent to which peope epen ent on a resource have alternatives. It refers to the availability of alternatives. • Increase non substituability by controlling the resources — exclusive right to perform medical procedures — control over skilled labor — exclusive knowledge to repair equipment Differentiate resource from others 11
  12. Centrality • Degree and nature of interdependence between powerholder and others. • Centrality is a function of: — How many others are affected by you — How quickly others are affected by you 12
  13. Discretion and Visibility Discretion — The freedom to exercise judgment — Rules limit discretion, limit power — Also a perception — acting as if you have discretion • Visibility — Power does not flow to unknown people in the organization. One way to increase visibility is to take people-oriented jobs and work on projects that require frequent interaction with senior executives. 13
  14. Influencing Others • Influence -- any behavior that attempts to alter someone's attitudes or behavior —Applies one or more power bases —Process through which people achieve organizational objectives —Operates up, down, and across the organizational hierarchy 14
  15. Types of Influence Silent Authority Assertiveness • Following requests without overt influence • Based on legitimate power, role modeling • Common in high power distance cultures • Actively applying legitimate and coercive power ("vocal authority") • Reminding, confronting, checking, threatening more 15
  16. Types of Influence (con' t) Information Control Coalition Formation • Manipulating others' access to information • Withholding, filtering, re-arranging information Group forms to gain more power than individuals alone 1. Pools resources/power 2. Legitimizes the issue 3. Power through social identity more 16
  17. Types of Influence (con' t) Upward Appeal Persuasion • Appealing to higher authority • Includes appealing to firm's goals • Alliance or perceived alliance with higher status person • Logic, facts, emotional appeals • Depends on persuader, message content, message medium, audience more 17
  18. Types of Influence (con' t) Ingratiation/ • Increase liking by, or perceived similarity to Impress. Mgt, the target person Exchange • Promising or reminding of past benefits in exchange for compliance • Includes negotiation and networking 18
  19. Organizational Politics Behaviors that others perceive as self- serving tactics for personal gain at the expense of other people and possibly the organization. 19
  20. Conditions for Organizational Politics Tolerance of Politics Conditions Supporting Organizational Politics Organizational Change Scarce Resources Complex and Ambiguous Decisions 20
  21. 1. 2. 3. 4. 5. 6. Minimizing Political Behavior Introduce clear rules for scarce resources Effective organizational change practices Suppress norms that support or tolerate self- serving behavior Leaders to become role models in organizational citizenship Give employees more control over their work Keep employees informed 21
  22. 9/13/2021
  23. a......-a.....s Emirates College of Technology We Prepare for Future Careers Organizational behavior Organizational Conflict Handout # 8 Covers CLO#5 Outline the conflict process for handling conflicts taking place in the organization. 23
  24. OBJECTIVES Define organizational conflict and explain the conflict process. • Identify the sources of conflict. Define negotiations. • Outline the situational influences on negotiations. 24
  25. Conflict Defined The process in which one party perceives that its interests are being opposed or negatively affected by another party. omaseYi Chica o Tri une 25
  26. The Conflict Process Sources of Conflict •Goals •Values •Tasks •Resources •Rules •Communication Conflict Perceptions Conflict Emotions Manifest Conflict •Conflict Style •Decisions •Overt Behaviors Conflict Outcomes Positive Decisions Cohesiveness Negative • Turnover •Politics •Stress 26
  27. Sources of Conflict Goal Incompatibility Different Values and Beliefs Different beliefs due to unique background, experience, training Caused by specialized tasks, careers Explains misunderstanding in cross- cultural and merger relations 27
  28. Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Three levels of interdependence Pooled Sequential Reciprocal Resource B c c c 28
  29. Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Scarce Resources Ambiguity • Lack of rules guiding relations • Encourages political tactics 29
  30. Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Scarce Resources Ambiguity Communication Problems Lack of opportunity --reliance on stereotypes Lack of ability - arrogant communication heightens conflict perception Lack of motivation conflict causes lower motivation to communicate, increases stereotyping 30
  31. Conflict Perceptions • Task-related conflict — Conflict is aimed at issue, not parties — Basis of constructive controversy — Helps recognize problems, identify solutions, and understand the issues better Socioemotional conflict — Conflict viewed as a personal attack — Foundation of conflict escalation — Leads to dissatisfaction, stress, and turnover 31
  32. Conflict Emotions • Win-win orientation — You believe parties will find a mutually beneficial solution to their disagreement • Win-lose orientation — You believe that the more one party receives, the less the other receives — Tends to escalate conflict, use of power/politics 32
  33. 3. Manifest conflict • Conflict perceptions and emotions usually manifest themselves in the decisions and overt (openly) behaviors of one party toward the other. This may range from subtle nonverbal behaviors to warlike aggression. 33
  34. Organizational Conflict Outcomes • Dysfunctional outcomes — Diverts energy and resources — Encourages organizational politics — Encourages stereotyping — Weakens knowledge management • Potential benefits — Improves decision making — Strengthens team dynamics 34
  35. Conflict Management Styles High Forcing Avoiding Low Compromising Cooperativeness Problem-Solving Yielding 35
  36. Choosing the Best Conflict Style Problem solving: tries to find mutually beneficial solution to the disagreement. Win — win orientation Often best because only style that seeks an optimal outcome Doesn't work when interests perfectly opposing Difficult when parties lack trust/openness Avoiding: tries to smooth over or avoid conflict situation altogether Best when socioemotional conflict is high Problem: doesn't resolve conflict source, so may produce long-term frustration Yielding: involves giving in completely to the other side's wishes. May be necessary when: 1. the other party has substantially more power 2. the issue is less important to you as to the other party Problem: Other party develops higher future expectations 36
  37. Choosing the Best Conflict Style (con't) Forcing: tries to win the conflict at the other's expense Win — Lose orientation May be necessary when: 1. you know you are correct & dispute requires quick solution 2. the other party would take advantage of more cooperative strategies Problem: Fuels socioemotional conflict Compromising: involves looking for a position in which you make concessions to some extent, matching other party's concessions. Best when little hope for mutual gain 2. both parties have equal power 3. both parties need to settle differences quickly Problem: "Good enough" solution that overlooks better solutions 37
  38. Approaches in Managing Conflict • Emphasizing common objectives rather than conflicting sub- goals • Reduces goal incompatibility and differentiation 1.9 38
  39. Reducing Differentiation • Removing sources of different values and beliefs • Move employees around to different jobs, departments, and regions • Other ways to reduce differentiation: — Common dress code and status — Common work experiences 1.9 39
  40. Improving Communication/Understanding Employees understand and appreciate each other's views through communication — Informal gatherings — Formal dialogue sessions G. Diggens, soul Drums — Teambuilding activities (such as drum circles, shown here) 40
  41. Other Ways to Manage Conflict Reduce Task Interdependence — Dividing shared resources — Combine tasks — Use buffers Increase Resources — Duplicate resources Clarify Rules and Procedures — Clarify resource distribution — Change interdependence 41
  42. Situational Influences on Negotiations O Corel Corp With permission Location Physical Setting • Time Investment and Deadlines Audience 42
  43. SITUATIONAL INFLUENCES ON NEGOTIATIONS Location — It is easier to negotiate on your own turf because you äFäTäiITar with the negotiating environment and are able to maintain comfortable routines. F..bE-F@l+.p.i.ng — the physical distance between the parties and orma lty o t e setting can influence their orientation toward each other and the disputed issues. Time assa e and deadlines — the more time people invest in negotiations, t e stronger IS t eir commitment to reaching an agreement. Time deadlines may be useful to the extent that they motivate the parties to complete negotiations. Audience characteristics — negotiators tend to act differently when negotiation or has detailed information about the process, compared to situations in which the audience sees only the end results. 43
  44. N/A
  45. ä—-.-LS Emirates College of Technology W e Prepa re for Future Careers ' ORGANIZATIONAL BEHAVIOR ORGANIZATIONAL CULTURE Handout # 9 covers CLO # 6,7 Analyze the elements of organizational culture to improve corporate performance. 45
  46. Discuss the meaning and importance of organizational culture. • Identify the elements of organizational culture. Discuss organizational culture through artifacts • Formulate the strategies of merging organizational cultures. 46
  47. Organizational culture is the personality of the organization. • Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. 47
  48. 1. Provides an environment that motivates and builds the organizational synergy (cooperation) required to breed success. 2. An organizational culture establishes standards. Facilitates culture management that keeps an 3. organization competitive and employees happier and healthier. 48
  49. The Basic Functions of Organizational Culture Provides a sense of identity for members Organizational Culture Enhances commitment to the organization's mission Clarifies and reinforces standards of behaviour 49
  50. • Pervasive, deep, largely subconscious, and tacit code that gives the 'feel' of an organization and determines what is considered right or wrong, important or unimportant, workable or unworkable in it, and how it responds to the unexpected crises, jolts, and sudden change. 50
  51. Physical structure 1. 2 Language Rituals and ceremonies 3. Stories and legends 4. 51
  52. A former British Prime Minister Winston Churchill once said "We shape our buildings thereafter they shape us". A distinct impression is produced in the minds of the people for example the entrance of the building, the lobby, chairs, desks, office space, wall hangings etc convey (send) cultural feeling 52
  53. 1 . Physical Structures and Symbols- cont. • In many organizations, the size, shape, location and age of buildings might suggest the company's emphasis on team work, environmental friendliness, flexibility or any other set of values. These structures may be deliberately designed to shape the culture or they are incidental artifacts of the existing culture. • Example: Employees have similarly sized workspaces grouped into neighborhoods facing a asymmetrical table that serves as a central "park" for the team. It conveys team oriented culture. 53
  54. R, LANGUAGE The language of the workplace speaks volumes about the company's culture. • Example: How employees address co- workers, express anger, describe customers, compliment one another. • Language highlights values held by organizational culture. In the company whirlpool the culture is known as PowerPoint culture because it is one way communication i.e from the executive to the employees who have limited voice or say.
  55. Rituals are the programmed routines of daily organizational life that could dramatize organizational culture. Example: How visitors are greeted, how often senior executives visit subordinates. • Ceremonies are more formal artifacts than rituals. Ceremonies: are planned and dramatic activities conducted specially for the audience: Rewarding, celebrating the launch of a new product, celebrating newly won contract. 55
  56. About the past values. • Convey (transfer) valuable knowledge throughout the organization. • Example: Performance standard, criteria for getting fired. Important stories produce emotions in listeners which tends to improve their memory of the lesson within the story. • Stories have the greatest effect at communicating corporate culture when they describe real people and are known by employees throughout the organization. 56
  57. Assimilation Deculturation Integration Separation Acquired company embraces acquiring company's culture. Acquiring firm imposes its culture on unwilling acquired firm. Both cultures combined into a new composite culture. Merging companies remain separate with their own culture 57
  58. Assimilation: • It occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization This tends to occur when the acquired company has a weak culture that is dysfunctional whereas the acquiring company has strong and focused on clearly defined goals. Assimilation is rare. 58
  59. • Deculturation • Employees usually resist organizational change, particularly when they are asked to throw away personal and cultural values. • Under these conditions, some acquiring companies apply a deculturation strategy by impgsjng their culture and business practices on the acquired organizations. The acquiring firm strips away artifacts and reward systems that support old culture . People who cannot accept the acquiring company's culture are terminated. 59
  60. Integration • Integration: This involves combining the two or more cultures into one composite culture that preserves the best features of the previous cultures. • Integration works best when people realize that their existing cultures are ineffective and therefore are motivated to adopt a new set of dominant values. 60
  61. Separation A separation strategy occurs where the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices. This strategy is most appropriate when the two merging companies are in unrelated industries or operate in different countries Culture differs from industry to industry and from country to country. 61
  62. 62
  63. a-..-..-,-.L..S Emirates College of Technology We Prepare for Future Careers • t MANAGING CHANGE Organizational Behavior Mandout Gl covers CLO # 8: Explain the Lewin's Force Field Model in organizational change 63
  64. Learning Objectives • Define change. • Explain the Lewin 's force field analysis model. • Describe forces resisting organizational change. • Underline the methods for minimizing resistance to change
  65. ORGANIZATIONAL CHANGE Change - An event that occurs when something passes from one state or phase to another. 65
  66. Lewin's force field analysis model Lewin's model of system wide change helps change agents diagnose the forces that drive and restra•n proposed organizational change. Change agent — anyone who possess enough knowledge and power to guide and facilitate the organizational change effort. Driving forces — external environment - globalization, changing workforce, information technology. The other side of the model represents the restraining forces that maintain the status quo (The existing condition or state of affairs) Restraining forces — resistance to change. 66
  67. Force Field Analysis Model: Unfreezing-Changing-Refreezing Desired Conditions Current Conditions Restraining Forces Driving Forces Before Change Restraining Forces Driving Forces During Change Restraining Forces Driving Forces Change
  68. Force Field Analysis Model: Unfreezing— Changing—Refreezing 'Unfreezing" involves finding a method of making it possible for people to let get rid of an old pattern that was counterproductive in some way. 'Changing: Moving to a new level" involves @ process of change--in thoughts, feelings, behavior, or all three, that is in some way more liberating or more productive. 'Refreezing" is establishing the change as a new habit, so that it now becomes the "standard operating procedure." Without some process of refreezing, it is easy to backslide into the old ways.
  69. Forces for Change Force Nature of the workforce Technology Economic shocks Competition Social trends World politics Examples More cultural diversity Increase in number of professionals Many new entrants with inadequate skills Faster, cheaper, and more mobile computers Online music sharing Deciphering of the human genetic code Rise and fall of dot.com stocks Collapse of Enron Corp. Rapid escalation of home prices during a weak economy Global competitors Mergers and consolidations Growth of e-commerce Internet chat rooms Retirement of Baby Boomers Increased interest in urban living Escalation of hostilities in the Middle East Opening of markets in China The war on terrorism following 9/11/01 69
  70. Forming an Urgency for Change • Inform employees about driving forces. • Most difficult when organization is doing well. • Customer-driven change: Adverse consequences for firm (If ignored). o Human element energizes employees. o • Sometimes need to form urgency to change without external drivers Requires persuasive influence o Use positive vision rather than threats o
  71. FORCES RESISTING ORGANIZATIONAL CHANGE Organizational 1) 2) 3) 4) 5) 6) Direct costs — People tend to block actions that result in higher direct ööSfööFfiEr benefits than the existing situation. Savina face — Some people resist change as a political strategy to fiFöü@üfiäfihe decision is wrong or that the person encouraging change is incompetent. Fear of the unknown — people resist change because they are worried the new behaviors. Breakin routines — here employees need to abandon the behavioral routines t at are no longer appropriate. Inconqruent (different) systems — Rewards, selection, training and other control systems ensure that employees maintain desired role patterns. Incon ruent team d namics — teams develop and enforce conformity to a seto norms t at gui e ehavior.
  72. Minimizing Resistance to Communication Learning Involvement Stress Mgt Negotiation Coercion Change • Highest priority and first strategy for change • Improves urgency to change Reduces uncertainty (fear of unknown) Problems time consuming and costly 72
  73. Minimizing Resistance to Change Communication Learning Involvement Stress Mgt Negotiation Coercion • Provides new knowledge/skills • Includes coaching and other forms of learning Helps break old routines and • adopt new roles Problems potentially time • consuming and costly 73
  74. Minimizing Resistance to Communication Learning Involvement Stress Mgt Negotiation Coercion Change • Employees participate in change process • Helps saving face and reducing fear of unknown • Includes task forces, future search events • Problems time-consuming, potential conflict 74
  75. Minimizing Resistance to Communication Learning Involvement Stress Mgt Negotiation Coercion Change • When communication, learning, and involvement are not enough to minimize stress For e.g. employees attend sessions to discuss their worries about the change. Potential benefits — More motivation to change — Less fear of unknown — Fewer direct costs • Problems time-consuming, expensive, doesn't help everyone 75
  76. Minimizing Resistance to Change Communication Learning Involvement Stress Mgt Negotiation Coercion Influence by exchange reduces direct costs • For e.g. employees agree to replace strict job categories with multi-skilling in return for increased job security. May be necessary when people • clearly lose something and won't otherwise support change Problems • — Expensive — Gains compliance, not commitment 76
  77. Minimizing Resistance to Communication Learning Involvement Stress Mgt Negotiation Coercion Change When all else fails • Assertive influence For e.g. company president tells managers to "get on board" the change or leave. Radical form of "unlearning ' • Problems — Reduces trust — May result in more subtle resistance — Encourage politics to protect job 77
  78. Refreezing the Desired Conditions • Realigning organizational systems and team dynamics with the desired changes — Alter rewards to reinforce new behaviors — Change career paths — Revise information systems 78
  79. Change Agents • Engage in transformational leadership — Develop the change vision — Communicate the vision — Act consistently with the vision — Build commitment to the vision 79
  80. Strategic Vision & Change • Need a vision of the desired future state • Identifies critical success factors for change • Minimizes employee fear of the unknown Clarifies role perceptions 80
  81. At last others What impzt wi this ha.'e? How will t affect o? ANXIETY COMPLACENCY DENIAL Did I do At self GUILT DISILLUSIONMENT —this isnt 6r me! am l? myself In GRADUAL ACCEPTANCE This can work MOVING FORWARD COMPLACENCY HAPPINESS FEAR Ill make the work If THREAT DEPRESSION HOSTILITY —

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