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| Ability to influence another person |
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| Affecting the thoughts, behavior, and feelings of another person |
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| Right to influence another person; more of a formal title, don't necessarily influence you |
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| Range in which attempts to influence someone will be perceived as legitimate and will be acted on without a great deal of thought |
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| Do managers want zone of indifference to be big or small? |
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| Agent's ability to control rewards that a target wants |
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| Agent's ability to cause an unpleasant experience for a target (least effective) |
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| Which is the least effective power? |
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| Based on position and mutual agreement (authority, not much respect) |
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| Based on interpersonal attraction; charisma (Bill Clinton) |
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| Exists when an agent has specialized knowledge or skills that the target needs; known as the pwoer of the future |
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| Which power leads to best employee performance? |
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| What is the best power combined with what other power? |
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| Expert, combined with referent |
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| Intergroup sources of power |
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| Control of critical resources and strategic contingencies |
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| Resources that multiple groups desire (money, wisdom) |
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| Activities that other groups depend on in order to complete their tasks |
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| Kanter's symbols of power |
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Definition
Ability to intercede for someone in trouble
Ability to get placements for favored employees
Exceeding budget limitations
Procuring above-average raises for employees
Getting items on the agenda at meetings
Access to early information
Having top managers seek out their opinion |
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Term
| Kanter's Symbols of Powerlessness |
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Definition
First-line supervisors
Staff professionals-protect their territory
Managers-always make an external attribution
Top executives-use mouthpieces |
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Term
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Definition
1)Office furnishings-size/shape of table
2)Time power-how people use time for power, whether or not people wear watches
3)Standing by-how many people do you have that are standing by to talk to you |
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| There are more people who will inconvenience themselves for you than you would inconvenience yourself for |
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| Use of power and influence in organizations |
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| Actions not officially sanctioned by the organization to meet one's personal goals |
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| Ability to get things done through favorable interpersonal relationships outside the formal bounds of the organization |
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| Factors that increase politics |
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Definition
1-Scare resources
2-Unclear goals
3-Ambiguous lines of authority (don't know who's in charge)
4-Autocratic decision making (not democratic)
5-Uncertainty |
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| You can connect interpersonally to other people and influence them |
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1)Pressure-threaten to punish, aggressive
2)Upward appeals-using people above you to influence people on your level
3)Exchange-quid pro quo
4)Coalition-grouping of people who agree about something
5)Ingratiation-sucking up
6)Rational persuasion-Use data/evidence/facts
7)Inspirational appeals-emotional influence
8)Consultation-asking for advice |
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| Sharing power such that individuals learn to believe in their ability to do their job |
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| Express confidence and set high performance expectations and meaningful goals |
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Definition
1)See themselves and their companies as dominating
2)Think they have all the answers
3)Eliminate those not 100% behind them
4)Rely on what worked for them in the past
5)Set no clear boundaries between personal and corporate interests |
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