管理学495第五章

PowerBuilding a strong power base and using influence wiselyA balanced view of powerInfluential because leaders used their power to help peers and subordinates accomplish exceptional tasks.Lack of PowerPowerful managers can:intercede favorably on behalf of someone in trouble, get a desirable placement for a talented subordinate, get approval for expenditures beyond the budget, get items on and off the agenda at policy meetings, get fast access to top decision makers, maintain regular, frequent contact with top decision makers, acquire early information about decisions and policy shifts. Abuse of PowerCharacteristics that derail manager’s careers: Insensitive to others, abrasive and intimidating, cold, aloof and arrogant, betraying other’s trust, overly ambitious, playing politics and always trying to move up, unable to delegate to others or to build a team, over dependent on others(mentor). Strategies for gaining organizational powerThe necessity of power and empowermentLearn how to use power on information technology bases:anizations are becoming less hierarchical or flatter, as they downsize layers of managementand as they outsource work that can be done more cheaply by someone else.rmation technology, such as computers, is helping to decentralize the flow of information tolower levels of the organizational hierarchy.3.Traditional boundaries within and between organizations are becoming blurred.4.The percentage of workforce working in companies with fewer than 100 employees is increasing. Under these conditions, power is likely to come less from someone’s formal position in the organization than from one’s ability to perform.Two basic factors determine a person’s power in an organization:Personal attributes from personal characteristics and position characteristics, and importance of each is dependent on organization’s content.Chinese is situation centered and American is individual centered. Chinese sensitive to environment where American think environment should be sensitive to them.Human capitals refers to an individual’s abilities and potenciesSocial capital refers to a person’s social connections within and outside an organization.Sources of personal powerExpertise: task relevant knowledge or experiencePersonal attraction: desirable characteristics associated with friendship (personal power) 3ways Charisma: 1) the ability to inspire followers with devotion and enthusiasm, 2) an attractive aura, great charm, 3) a divinely conferred power or talentAgreeable behavior: Characteristic of likable people: support an open, honest, and loyal relationship. Foster intimacy by Beijing emotionally accessible. Provide unconditional, positive regard and acceptance. Endure some sacrifices if the relationship should demand them. Provide social reinforcement in the form of sympathy of empathy. Engage in the social exchanges necessary to sustain a relationshipPhysical characteristicsEffort: Higher than expected commitment of time：enhancing performance; enhancing image (to your boss)Managing the relationship with your boss: Understand boss’s goals and objectives, the pressure on him, boss’s strength weaknesses, and blind spots, preferred work style. Assess your self’s strengths and weaknesses, your personal style and predispositions toward dependence on authority figures. Develop and maintain a relationship that: fits the needs and styles of you both, is characterized by mutual expectations, keep your boss informed, is based on dependability and honest, selectively uses your boss’s time and resources.Legitimacy: (increase acceptance) behavior consistent with key organizational values. Relationship between Source of personal power (trust)and personal trustworthinessSources of power Related personal characteristic Requirement for personal trustworthiness Expertise Reliable Ability: can they make good onEffort Dependable their commitment?Attraction Likable Motivation: Will they make good Legitimacy Acceptable on their commitment?Source of position powerOne’s position and task assignmentsDeterminates of position powerCharacteristic DescriptionCentrality Access to information in a communication networkFlexibility Amount of discretion vested in a position (freedom to exercise one’s judgment) If unusual performance and innovation, discretion is rewarded, otherwise opposite Visibility Degree to which task performance is seen by influential people in the organization Number of influential people interact normally: direct contact, participation inproblem solving task force, and name recognitionRelevance Alignment of assigned tasks and organizational priorities: being associated with activities that are directly related to the central objectives and issues in anorganizationCriticalityFlexibility and visibility reflects the hierarchical power, and centrality, relevance reflect the task related power.Transforming power into influenceInfluence strategiesStrategies Direct Approach Indirect Approach Retribution: force others to do what you say 1. Coercion (threaten) 2.Intimidation(pressured) Reciprocity: Helps others want to do what u say 3.Bargaining (exchange) 4.Ingratiation(obligation) Reasons: Show others that it makes sense to do what you say5. Present facts(or needs)6.appeal to personal values(or goals) Pros and Cons of strategiesRetribution: When to use it: 1. unequal power in influencer’s favor 2. commitment and quality not important 3. Tight time constrants 4. issue not important to target 5. if issue is important retribution not likely 6. specific, unambiguous request 7. resistance to request is likelyPros: quick, direct actionCons: stifles commitment creativity, insecurity of boss, engenders resentment, must increase seriousness of threats to maintain pressure.Complains: violation of rights, ethical violationsReciprocity: When to use it: 1. parties mutually dependent 2. each party has resources valued by other 3. adequate time for negotiating 4. established exchange norms exist 5. parties viewed as trustworthy 6. commitment to broad goals and values not critical 7. needs are specific and short-term.Pros: low incidence of resentment, justification for request not requiredCons:engenders instrumental view of work (expectation of specific rewards for specific actions), encourages people to feel that the terms of assignments are open for negotiation.Complains: unfairness, dashed expectations, manipulationReasons: When to use it 1. adequate time for extensive discussion 2. common goals/values 3. partiesshare mutual respect/credibility 4. parities share ongoing relationshipPros: need for surveillance enhancedCons: considerable time required to build trust (time increases as number of people increase) , requires common goals and values.Complains: difference of opinions, conflicting perceptions of priorities.Ways to sell issues upward:Principle:Congruence: Te issue must be congruent with your positon and roles.Credibility: maintain credibility by being honest, open, non-self-serving, and straightforward. Communication: gain or maintain access to a broad communication network.( use multiple channels) Compatibility: select issues that are compatible and in harmony with the organization, and avoid issues that contradict the company culture.Solvability: the issue must be solvablePayoff clearly point out ht long term payoff, for the organization or the manager, of addressing the issue.Expertise: identify the expertise needed to solve the problemResponsibility: point out the responsibility that top managers have to address the issue Presentation: ensure that the issue is presented succinctly, in emotionally positive terms, with supporting data and novel informationBundling: bundle similar issues together with other important issues that interest top managers. Coalitions: the issue must be sponsored by other people who will help see the issueVisibility: present and sell the issue in a public forum rather than in a private meetingActing assertively:Neutralizing influence (Strategies) attempts:Retribution used by others:e countervailing power to shift dependence to interdependence2.confront the exploiting individual directly3.actively resistReciprocity used by others:1.examine the intent of any gift or favor giving activity2.confront individuals who are using manipulative bargaining tactics3.refuse to bargain with individuals who use high pressure tacticsReasons used by others:1.explain the adverse effects of compliance on performance2.defend your personal rights3.firmly refuse to comply with the request.Read the Summary!!!。