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OB - CH 8 - Power and Politics, You can use two or more together as long…

- - - - Importance, if nobody wants what you have, there is no dependance, importance changes over time and situations, e.g. budgets, information, technology
      - Scarcity, a resource must be perceived as scarce to create dependence,
      - Non-substitutability, the fewer the substitutes there are for a resource, the more power comes from control over that resource.
  - - - dimissal, suspension, demotion
      - assign unpleasant work, treat embarrasingly
      - withholding key information
    - - financial, controlling pay rates, raises, and bonuses
      - non financial, recognition, promotions, interesting work assignments, etc.
    - - it includes acceptance by members of an organization of the authority of a position
  - - - the person is enthusiastic about the request, and shows initiative and persistence in carrying it out
        
        response normally obtained through referent or expert power
        
        are both related to positive employee satisfaction, and are not the most used by managers.
    - - the person goes along with the request grudgingly, puts in minimal effort, and takes little initiative in carrying out the request
        
        response normally obtained from reward or legitimate power
        
        reward power works if rewards are consistent with what individuals wants as rewards
        
        legitimate power does not inspire individuals to act beyond a basic level.
    - - the person is opposed to the request and tries to avoid it with such tactics as refusing, stalling, or arguing about it.
        
        response normally obtained by coercive power, together with mistrust, negative employee satisfaction and commitment
  - - - The most effective across organizations
      - works well when the audience is highly interested in the outcomes of a decision process
    - - when the audience is highly interested in the outcomes of a decision process
      - works great when influence is directed downwards
    - - works when applied laterally
    - - works when mixed with other tactics such as ingratiation and rational persuasion
    - - works when applied laterally
    - - the least effective tactic
      - works when applied downwards mixed with other tactics
    - - direction of influence
      - sequencing of the tactics
      - a person's skill using the tactic
      - the culture of the organization
      - e.g.
        
        start using softer tactics that rely on personal power such as personal and inspirational appeals, rational persuasion, and consultation.
        
        if these do not work, move to harder tactics, such as emphasizing formal power and involve greater costs and risks, such as exchange, coalitions, and pressure.
        
        The effectiveness of tactics depends on the audience, people especially likely to comply with soft power tactics tend to be more reflective and instrinsically motivated; they have high self-esteem and greater desire for control.
        
        those likely to comply with hard power tactics are more action orientes and extrinsically motivated and are more focused on getting along with others than on gettin their own way.
      - The political skill of the person, the ability to influence others in such a way as to enhance their own objectives.
        
        politically skilled people are more effective users of all tactics
        
        it also appears to be more effective when the stakes are high
        
        they are able to exert their influence without others detecting it
        
        These individuals also appear most able to use their political skills in enviroments marked by low levels of of procedural and distributive justice.
        
        when a organization is run with open and fairly applied rules, free of favouritism or biases, political skill is actually negatively related to job performance ratings.
        
        People who fit the culture of the organization tend to wield more power.
        
        How does power affect people?
        
        Negatively
        
        placing their own interests ahead of those of others.
        
        people objectifying others for their own goals
        
        powerful people react to any threats to their competence, they are more willing to denigrate others
        
        are more likely to make self-interested decisions when faced with a moral hazard.
        
        overconfident decision making
        
        How to control
        
        can be contained by organizational systems
        
        can be contained by anxious personalities that do not think power helps them
        
        people behave in a self-serving manner, but when accountability of this behavior is present, self-serving attitude stops
        
        expressing gratitude toward powerful others made them less likely to aggress against us.
        
        Positive
        
        energize and lead to approach motivation to achieve goals
        
        enhance others motivations to help others
  - - - feel free to choose how to do their work, they are not micromanaged
    - - feel that their work is important to them, they care about what they are doing
    - - feel confident about their ability to do their work well, they know they can perform
    - - believe that they can have influence on their work unit, other's listen to their ideas
    - - a clear definition of the values and mission of the company
      - help employees acquire the relevant skills
      - support the needs of the employees in their decision making, not being criticized when they try to do something extraordinary
      - Employees need to be recognized for their efforts
  - - - Workplace Bullying, any vexatious behaviour in the form of repeated and hostile or unwanted conduct, verbal comments, actions or gestures that affect an employee's dignity or psychological or physical integrity and that results in a harmful work environment for the employee
      - sexual harassment, unwelcome behaviour of a sexual nature in the workplace that negatively affects the work environment or leads to adverse job-related consequences for the employee.
        
        how to avoid it?
        
        have an active policy that defines what constitutes sexual harassment, informs employees that they can be fired for sexually harassing another employee, and establishes procedures for making complaints
        
        reassure employees that they will not encounter retaliation if they issue a complaint
        
        investigate every complaint and inform the legal and human resource departments
        
        make sure that the offenders are disciplined and or terminated
        
        set up in house seminars to raise employee awareness of sexual harassment issues.
  - - - the realization that the facts used to allocate resources are open to interpretation, its inside this large, ambiguous middle ground of "fact" interpretation where politics flourish.
      - Politiking, people within organizations who use whatever influence they can to spin the facts to support their goals and interests
    - - attacking or blaming others, when trying to avoid responsibility for failure
      - Using information, withholding or distorting information, particularly to hide negative information
      - Managing impressions, bringing positive attention to oneself or taking credit for positive accomplishments of others
      - Building support for ideas, making sure that others will support one's ideas before they are presented
      - Praising others making important people feel good
      - building coalitions joining with other people to create a powerful group
      - associating with influential people, building support networks
      - Creating obligations, doing favors for others so they will owe you favors in the future
    - - the process by which individuals attempt to control the impression others form of them.
      - high self-monitors are good at reading situations and moulding their appearances and behaviour to fit each situation
    - - what you are doing is fair for everyone? or just for you?
    - - depending on the country's culture, empowerment can be positively or negatively viewed.
    - - companies should address the efficiency and dealings of influence tactics depending on the company's, region's and country's culture, because they can be very different