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

dont use and may not know

they possess

Power requires one persons

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 Bs
counterpower
over Person A

Person
B

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Person
A

Person As
power over
Person B

Person
Bs 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

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Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

Increasing Nonsubstitutability

Differentiation

Controlling
Tasks

Increasing
Nonsubstitutability
Controlling
labor

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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

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Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

Consequences of Power
Sources
of Power

Consequences
of Power

Expert
Power
Referent
Power
Legitimate
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

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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.

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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

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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

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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
Employees

Free Flowing
Information

Increase
Opportunities
for Dialogue

Manage Change
Effectively

Peer Pressure
Against Politics

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Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

Persuasive Communication
Communicator
Characteristics
Expert
Credibility
Attractive

Communication Medium

Message
Content

Audience
Characteristics
Self-esteem
Inoculated

Present all sides

Few arguments
Emotional appeals
Inoculation effect

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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.