Chapter 12: Power and Influence LO12.1-12.5 Flashcards
power
The capacity to influence others who are in a state of dependence.
power
1) capacity to influence the behaviours of others
2) target of power is dependent on the power holder does not imply that a poor relationship exists between the two.
3) power can flow in any direction in an organization.
4) power asymmetry doesn’t require an organizational hierarchy, and it can even be driven by an algorithm.
legitimate power
derives from a person’s position or job in the organization.
reward power
Power derived from the ability to provide positive outcomes and prevent negative outcomes.
coercive power
is available when the power holder can exert influence using punishment and threat.
Like reward power, it is often a support for legitimate power.
referent power
when power is from being well-liked by others
expert power
Power derived from having special information or expertise that is valued by an organization.
how people obtain power
Rosabeth Moss Kanter has provided a succinct recipe: Do the right things, and cultivate the right people.
- extradinary activities
- visible activities
- relevant activities
the concept of empowerment
Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems.
empowerment fosters
job satisfaction, organizational commitment, organizational citizenship, and high performance
influence tactics
used to convert power into the ability to influence people
tactics include
assertiveness
ingration - use flattery
self-promotion - using promotion
rationality - using logic
exchange - doing favours
upward appeal - making appeals for intervention
coalition formation - seeking united support from other organizational member
least effective influence tactic
“shot gun” style that is high on all tactics and emphasis on assertiveness and exchange
who wants power
while power is convenient and rewarding, people differ in how much they pursue and enjoy it.
Why is power sometimes seen as negative?
Some believe power seekers are compensating for personal weaknesses, using coercion, or acting irresponsibly (e.g., Adolf Hitler).
Can power be used responsibly?
Yes, McClelland argues that power can be used positively if applied responsibly to achieve organizational goals.
What makes an effective manager according to McClelland?
High need for power (n Pow)
Uses power for organizational goals
Adopts a participative leadership style
Unconcerned with being liked
What are institutional managers?
Leaders who use power for the good of the institution rather than personal gain, making them more effective than personal power or affiliative managers
How does CEO power affect company strategy?
Extremely powerful CEOs pursue high-risk strategies, but a strong board can balance their influence for better outcomes.
subunit power
the degree of power held by various organizationa subunits, such as departments
how do subunits acquire power
the control strategic contingencies, which are critical factors affecting organizational effectiveness,
THAT ARE CONTROLLED BY A KEY SUB UNIT
ex. IT department, other team rely on them for smooth operation
when do subunits gain power
when they secure scarce resources that are important to the organization, such as funding or research grants.
what factor increased the power of academic department in university study?
Departments with strong consulting contracts and research grants had more power than those teaching many undergraduates.
why do orgs dislike uncertainty
uncertainty disrupts financial commitments, log-term plans, and daily operations
how do subunites gain power in uncertain environments ?
subunits that help the organization cope with uncertainty and provide stability tend to acquire power.
how can changes in uncertainty affect subunit power
power shifts to subunits that can best manage them, ex. IT department during remote work transitions or environmental unit response to new regulations
centrality
subunits whose activities are most central to the mission or workflow of the organization should acquire more power than those whose activities are more peripheral.
subunits can be central at least in three senses
1) influence the work of most other subunits (ex. finance/accounting)
2) impact on the quantity ot quality of the organization key product/ service
3) more central when more immediate
ex. consider a large city government with fire department, the impact will be more immediate if they have a failure.
How does substitutability affect a subunit’s power?
A subunit has less power if others can perform its tasks, but if its staff is non-substitutable, it can gain significant power.
Example: A hospital’s specialized neurosurgery team has high power because their skills are rare and cannot be easily replaced, whereas general administrative staff have less power since their work can be outsourced or automated.
How does the labour market impact subunit power?
When specialists like scientists and engineers are in high demand, they gain power and influence, but when jobs are scarce, their power declines.
How can outsourcing affect subunit power?
If work can be contracted out (e.g., maintenance, security, or lab services), the subunit performing those tasks loses power due to the threat of external alternatives.
How does crowdsourcing impact internal R&D units?
Crowdsourcing and open innovation can reduce R&D unit power by allowing outsiders, including competitors, to perform their work.
