McShane/ Von Glinow 2/e. Coping with uncertainty. ▫ Those who know how to
cope with organizational uncertainties gain power. >Prevention. >Forecasting.
C H A P T E R
12 Organizational Power, Politics, and Persuasion
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Jane Buckley: Golf Networker Networking with clients on the golf course helps Jane Buckley maintain her power at Compass Group. “Women aren't in on all the informal networks yet,” warns one consultant. “A lot goes on on the golf course, but a lot of women still aren't there.”
McShane/ Von Glinow 2/e
C. Price, Vancouver Province
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Meaning of Power Power is the capacity of a person, team, or organization to influence others.
The potential to influence others
People have power they
don’t use and may not know they possess
Power requires one person’s
C. Price, Vancouver Province
perception of dependence on another person
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Power and Dependence Person B’s counterpower over Person A
Person B
McShane/ Von Glinow 2/e
Person A
Person A’s power over Person B
Person B’s Goals
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Model of Power in Organizations Sources Of Power Legitimate Reward Coercive Expert Referent
McShane/ Von Glinow 2/e
Power over Others
Contingencies Of Power
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Limits of Legitimate Power The Caine Mutiny illustrates the limits of legitimate power in organizations. Captain Queeg (Humphrey Bogart, seated left) asked his crew to do more than they were willing to follow, so they staged a mutiny.
McShane/ Von Glinow 2/e
Reuters Archive Photos
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Sources of Power Legitimate Power Reward Power Coercive Power Expert Power Reuters Archive Photos
Referent Power
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Information and Power Control over information flow Based on legitimate power Relates to formal communication network Common in centralized structures (wheel pattern)
Coping with uncertainty Those who know how to cope with organizational uncertainties gain power
Prevention Forecasting Absorption
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Increasing Nonsubstitutability
Differentiation
Controlling Tasks
Increasing Nonsubstitutability Controlling labor
McShane/ Von Glinow 2/e
Controlling Knowledge
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Contingencies of Power Sources Of Power
Power over others Contingencies Of Power Substitutability Centrality Discretion Visibility
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Consequences of Power Sources of Power Expert Power Referent Power Legitimate Power
Consequences of Power
Commitment
Compliance
Reward Power Coercive Power
McShane/ Von Glinow 2/e
Resistance
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Sexual Harassment and Power Harasser stereotypes the victim as subservient and powerless Harasser threatens job security or safety through coercive or legitimate power Hostile work environment harassment continues when the victim lacks power to stop the behavior
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Office Romance and Power Co-workers believe that employees in relationships abuse their power to favor each other. Higher risk of sexual harassment when relationship breaks off.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Politics Attempts to influence others using discretionary behaviors to promote personal objectives Discretionary behaviors -- neither explicitly prescribed nor prohibited
Politics may be good or bad for the organization
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Types of Organizational Politics Managing impressions
Creating obligations
Types of Organizational Politics
Cultivating networks
McShane/ Von Glinow 2/e
Attacking and blaming
Controlling information
Forming coalitions
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Conditions for Organizational Politics
Personal Characteristics
Scarce Resources
Conditions Supporting Organizational Politics Tolerance of Politics
McShane/ Von Glinow 2/e
Complex and Ambiguous Decisions
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Controlling Political Behavior Provide Sufficient Resources
Remove Political Norms
Introduce Clear Rules
Hire Low--Politics Low Employees
Free Flowing Information
Increase Opportunities for Dialogue
Manage Change Effectively
Peer Pressure Against Politics
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Persuasive Communication Communicator Characteristics • Expert • Credibility • Attractive
Communication Medium
Message Content
Audience Characteristics • SelfSelf-esteem • Inoculated
• Present all sides • Few arguments • Emotional appeals • Inoculation effect
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
C H A P T E R
12 Organizational Power, Politics, and Persuasion
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
