POWER, POLITICS, AND INFLUENCE organizational structure.

Chapter 9
REWARD POWER
POWER  Is a kind of motivation towards
 Is the ability to make things subordinates which forces them to
happen according to one's work more effectively.
perspective by getting someone  If a subordinate does the given task
else to do it for you. accordingly than the manager may
 Is the ability to influence the honor him with reward
behavior of others to get what you promotion.
want.  Mostly given reward in
 The ability to get things done the organization is pay, promotions
way one wants them to be done. or new work assignments with
special responsibilities.
CONSEQUENCE OF POWER
 Power has both positive and COERCIVE POWER
negative consequences.  Is a special type of power in
 On one hand, powerful CEOs can workplace.
align an entire organization to  Exists when a person has the
move together to achieve goals. authority to threaten or punish
subordinates.
CONFORMITY  Practiced when the organization is
 Refers to people's tendencies to on crisis or threaten.
behave consistently with social  Can be used effectively when
norms. attemping to make cuts in
 Can result in engaging in unethical personnel as a result of
behaviors, because you are led by management shifts and
someone you admire and respect transitions
who has power over you.
EXPERT POWER
TYPES OF POWER IN AN  The perception that a certain
ORGANIZATION person has an elevated level of
DEPENDS ON: knowledge, or a specific skill set
* Bases that others in an organization
* Position vs.Personal don't have.
 Is the extent to which a person
 BASES (SOURCES) OF POWER
controls information which is
IN ORGANIZATION
 Legitimate Power valuable to someone else which
 Reward Power has been achieved through
 Coercive Power experiences and training.
 Expert Power  A type of power that comes from
 Referent Power having a high level of knowledge
within your area of expertise.
LEGITIMATE POWER
 Is the power that is granted by REFERENT POWER
virtue of one's position in the  Power that stems from a leader's
organization. ability to inspire and influence
 Managers have legitimate power
others.
over their subordinates. He has the
authority to give orders to  The ability of a leader or boss to
accomplish the given task. influence an employee through
 Can be enhanced by ensuring that respect, admiration, influence,
the business has a clearly defined or identifying with the leader.
chain of command and  Stems from the personal
 characteristics of the person such sink an organization.
as the degree to which we like,  It's wise to stay mindful of the
respect, and want to be like disruptive effects, but it's equally
them. important to remember it's not all
 Is gained by being admired by bad.
subordinates in an organization.  In fact, as a company grows, it may
only continue to survive due to
POSITION POWER the political maneuvering of
 Is the power that resides in the those involved.
position, regardless of who holds
it. ORGANIZATIONAL POLITICS
 The legitimate, reward, and some  Self-promotion
aspects of coercive, expert  Office politics
powver can all contribute to  Factionalism
position power.  Gatekeeping
 Creating position an organization  Territorialism
establishes power range for that  Bossism
position.
SELF-PROMOTION
PERSONAL POWER  Happens when an individual works
 Resides in the person, rather than to further their own career,
of the position he or she is filling in regardless of who they step on in
the organization. the process.
 The primary bases of personal  This person will often kill others'
powers are referent, and some ideas so that they can take credit
traces of expert, coercive & for them themselves.
reward powers.  They are willing to put other
 A person with personal power can people down to raise themselves
inspire greater loyalty and up.
dedication compared to a person
with position power. OFFICE POLITICS
 Is when one person or group tries
THE USES OF POWER IN AN to influence another through
ORGANIZATION persuasion, influence,
 Commitment manipulation, pressure, etc.
 Compliance  They do this for their own gain and
 Resistance are willing to use whatever means
necessary.
ORGANIZATIONAL POLITICS  This can be positive if it helps get
 Are informal, unofficial, and more people on board with the
sometimes behind-the-scenes organization's
efforts to sell ideas, influence an project/idea/direction.
organization, increase power, or  Detrimental if it results in infighting
achieve other targeted objectives because everyone was trying to win
 Refers to the personal agenda of at someone else's expense.
an individual within a company.
 Variety of activities associated with FACTIONALISM
the use of influence tactics to  Is when groups within an
improve personal or organization become split based on
organizational interests. two distinguishing characteristics:
common tasks and common
ORGANIZATIONAL POLITICS, OK OR interests.
NOT?  When factionalization happens
 When dysfunctional politics spiral within a firm, each smaller faction
out of control, it can be enough to will form any alliances that they
 believe to be beneficial to them or THAN YOURS.
their goals.  THIS IS BEST ACHIEVED
 This can be highly detrimental for THROUGH AN INSPIRING VISION.
the company because the factions
will use any means necessary to UPWARD INFLUENCE
win.  Is the ability to influence those in
positions higher than yours.
GATEKEEPING  Can also take the form of an
 Is when an individual or group in alliance with a higher status
power intentionally prevents other person.
ideas/concepts/people from
entering a given situation, whether INFLUENCE TACTICS
work-related or personal.  Ingratiation: using compliments,
 They do this to keep their position showing empathy, being sensitive to
of power and prevent others from moods
challenging them in any way.  • Rational Persuasion: reasoning,
explaining, showing evidence, and
TERRITORIALISM facts/benefits
 Is when people become extremely  Personal Appeals: asking for
attached to a certain role and do favors, explaining the benefits, and
not allow others to fill it. leveraging friendships
 Pressure: persistent requests,
BOSSISM reminders, asking for dates of
 Favors those who work under over completion
those who report directly.  Legitimizing: leveraging authority,
 The domination by a boss like policies, and rules
favoring others.
 Inspirational Appeals: expressive
Reasons for Organizational Politics style of speaking, appealing to
 A lack of clarity ideas and values
 Jealousy  Consultation: asking for
 Organizational Change suggestions, asking for help,
 Few promotion opportunities involving people
 Laziness  Exchange: offering to share
 Unknown or no career path benefits and offering incentives
 Stagnant Business  Coalition: bringing someone along
to help you in an influence attempt,
INFLUENCE and getting other people to provide
evidence and support
ORGANIZATIONAL INFLUENCE
 Are the characteristics or CONFLICT AND NEGOTIATION
attributes of an organization and Chapter 10
the impact they have on the people
and work completed within. CONFLICT
 Is the capacity to affect the  Is a process that involves people
character, development, or disagreeing or arguing.
behavior of another person, group,  A clash between individuals arising
or organization. out of a difference in thought
 Is the ability of an individual to process, attitudes, understanding,
transform and shape the interests, requirements and even
opinions of others. sometimes perceptions.

DOWNWARD INFLUENCE ORGANIZATIONAL CONFLICT

 THE ABILITY TO INFLUENCE  known as workplace conflict.
THOSE IN POSITIONS LOWER  is described as the state of
 disagreement or misunderstanding,
resulting from the actual or OTHER CAUSES OF CONFLICT
perceived dissent of needs, beliefs,  Organizational Structure
resources and relationship between  Limited Resources
the members of the organization.  Incompatible Goals
 occurs when opinions with respect  Personality Differences
to any task or decision are in
contradiction. PHASES OF CONFLICT
 Prelude to conflict
TYPES OF ORGANIZATIONAL  Triggering Event
CONFLICT  Initiation Phase
 Intrapersonal Conflict  Differentiation Phase
 Interpersonal Conflict  Resolution Phase
 Intergroup Conflict
WAYS TO MANAGE CONFLICTS IN
ORGANIZATION
Relationship Conflict  Handle the conflict positively.
Interpersonal tension among  Formation of official grievance
employees. procedure for all members.
 Concentrate on the causes rather
Task Conflict than their effect, to assess conflicts.
When there is a discord, among  Parties to conflicts should be given
members regarding nature of work to be an equal voice, irrespective of their
performed. position, term or political influence.
 Active participation of all the parties
Process Conflict to conflict.
The difference in opinions, on how work
should be completed CONFLICT MANAGEMENT
 The practice of managing
FACTORS INFLUENCING disagreements or discord between
ORGANIZATIONAL CONFLICT two individuals or groups with the
 Unclear intention of creating a positive
 Responsibility outcome for each party involved.
 Interpersonal  Refers to techniques and ideas
 Relationship designed to reduce the negative
 Scarcity of Resources effects of conflict and enhance the
 Conflict of Interest positive outcomes for all parties
involved.
CAUSES OF ORGANIZATIONAL
CONFICT CONFLICT MANAGEMENT STYLES
 Managerial Expectations  Accommodating
• Expectations are misunderstood or not  Avoiding
fulfilled within the stipulated time.  Compromising
 Communication Disruption  Competing
• If one employee requires certain  Collaborating
information from another, who does not
respond properly. NEGOTIATION
Misunderstanding  The process of discussing each
• If one person misinterpret some individual's position on a topic and
information. attempting to reach a solution that
Lack of accountability benefits both parties.
• Responsibilities are not clear, and  Is a process whereby two or more
some mistake has arisen, of which no parties work toward an agreement.
member of the team wants to take
responsibility. • We often step in and negotiate when a
conflict is taking place, but conflict leading to an increase in the
doesn't have to exist for there to be an effectiveness of companies.
opportunity for negotiation.

COMMON CHARACTERISTICS OF STAFFING

NEGOTIATION  Employing the right people at a
 The parties involved are somehow right place and at a right time.
interdependent  An operation of recruiting
 The parties are each looking to employees by evaluating their skills,
achieve the best possible result in knowledge, and then offering them
the interaction for themselves specific job roles accordingly.
 The parties are motivated and  The main goal of staffing is to fill
capable of influencing one another the various roles within the
 The parties believe they can reach company with suitable candidates.
an agreement
STAFFING
TWO BASIC TYPES OF  Job Analysis
NEGOTIATION  Recruitment
 Selection
DISTRIBUTIVE NEGOTIATION  Orientation
 Operates under zero-sum  Placement
conditions. Anything one party
gains in the deal is lost by the other TRAINING AND CAREER PLANNING
party. DEVELOPMENT
 There can be a winner and a loser,
and parties are usually opposing Training
each other. • To meet the current jobs
 Can be thought of as haggling -the
back-and forth exchange of offers. Development
 Process of dividing up the pie of * To meet current and future jobs
value in negotiation. * For employees to learn and grow

INTEGRATIVE NEGOTIATION Career Management

 The involved parties work together * Investing resources for personal goal
to find a solution that satisfies the * Meeting of individual goal and
needs and concerns of each. organizationgoal
 Tactics seek to provide greater
value to the parties collectively than PERFORMANCE APPRAISAL
could be achieved individually.  Process of evaluating the
 Both parties can walk away performance of employees,
winners. sharing information with them,
and searching ways to improve
performance.
PERFORMANCE MANAGEMENT AND
REWARDS FUNCTIONS OF PERFORMANCE
Chapter 11 APPRAISAL
 To give employees feedback on
PERFORMANCE MANAGEMENT performance
 Refers to procedures and systems  To identify the employee's
designed to improve employee development needs
outputs and performance, often  To make promotion and rewards
through use of economic incentives. decisions
 A strategic approach to creating  To make demotion and termination
and sustaining improved decisions
performance in employees,  To develop information about the
 organization's selection and  May lack real-time or frequent
placement decisions. feedback.
 Often rely on paper-based
CRITERIA FOR PERFORMANCE documentation.
APPRAISAL  Can be bureaucratic and time-
 Individual task outcomes consuming.
 Behaviors in dealing with the jobs
 Personal Traits MODERN METHODS
 Emphasize continuous and real-
THE PROCESS OF PERFORMANCE time feedback.
APPRAISAL  Focus on ongoing performance
 Establishment of performance improvement and development.
standards  Incorporate various sources of
 Mutually set measurable goals feedback, including peers and
 Measure actual performance subordinates.
 Compare actual performance with
standards MODERN METHODS
 Discuss the appraisal with the  May use digital tools and software
employee for streamlined processes.
 If necessary, initiate corrective  Promote employee self-assessment
action and goal setting.
 Encourage open communication
PERFORMANCE APPRAISAL and dialogue.
 Absolute standards  Tend to be more agile and
 Objectives responsive to changing
 Relative Standards circumstances.

METHODS PERFORMANCE PERFORMANCE APPRAISAL

APPRAISAL  No best method
 Traditional Method  Depends on objectives and purpose
 Modern Method of the organization.
 Feedbacking shall be done
TRADITIONAL VS MODERN METHOD  Basis of conducting training
 Future oriented in improving
Traditional methods of appraisal are performance
more work-oriented or goal-oriented and  Helps for Succession Planning
may not pay attention to employee's  Basis for giving incentives
other strengths.
Modern method of performance ERRORS IN PERFORMANCE
appraisal focuses beyond work APPRAISAL
orientation, it includes factors like  Halo error
employee's personality traits.  Leniency error
 Central tendency error
TRADITIONAL METHODS  Recency error
 Typically involve periodic, often  Personal bias error
annual, evaluations.
 Focus on assessing past
performance.
 Tend to be manager-centric, with
supervisors providing most of the
feedback.
 Emphasize numerical ratings and
rankings.

TRADITIONAL METHODS