Part III

Gaining power and InfIuence

Submitted to: Dr. Mark Rajai
By:
Harmandeep Singh
CSUND: 102570050
genda genda
O Meaning of Power.
O Lack of Power.
O buse of Power.
O Gaining of Position Power.
O Ways of using Power.
O Misuse of Power.
O Model of Power and nfluence.
O Gaining Power.
O Neutralize nappropriate ttempts.
%he Meaning of Power %he Meaning of Power
O Power is the capacity of person, team or
organization to influence others.
O Counter power is the capacity to the person,
team or organization to keep a person more
powerful person or group in the exchange.
O People have power they do not use may not
know they posses
Lack Lack of Power of Power
O Most likely to experience unhappiness
throughout their lives
O Molded by others
O Hardly get promoted
O nefficient
O Desultory management
O Petty managerial styles
buse of Power buse of Power
O Both a lack of power and the abuse of power are
equally debilitating and baleful.
O Excessive of personal power would become
ineffective of personal performance.
O Stay on top of the power curve gives the
manager most effective performance.
ive Bases of Power ive Bases of Power
Reward power: Promising or granting rewards.
Coercive power:: %hreats or actual punishment.
Legitimate power: Based on position or formal
authority.
Expert power: Sharing of knowledge or
information.
Referent power: Power of one's personality.
Gaining Position Power Gaining Position Power
O Networking a powerful tool and a necessity
O Network across departments
O Strong social ties provides additional support and
greater say
O solated managers ineffective
O Being central to information channel satisfying
information needs of others
O More the decision making a position offers, more
is the power
Gaining Position Power(2) Gaining Position Power(2)
O nteraction with decision- makers and other
influential people increases chances of promotion
and also provides greater visibility
O %ask success needs to be communicated to
executives.
O nvolvement in problem solving opportunities
O nvolvement with activities directly related to goals
of organization automatically commands power
Ways Of Using Power Ways Of Using Power
EXPERT POWER
O ACT CONFIDENT AND DECISIVE
O KEEP INFORMED
O DON'T THREATEN SUBORDINATES' SELF-ESTEEM - BE APPROACHABLE
O WILLING TO SHARE YOUR KNOWLEDGE WITH OTHERS
REFERENT POWER
O TREAT SUBORDINATES FAIRLY
O DEFEND SUBORDINATES' INTERESTS
O BE SENSITIVE TO SUBORDINATES' NEEDS 8 FEELINGS
EGITIMATE POWER
O BE CORDIAL, POLITE, AND CONFIDENT
O MAKE APPROPRIATE REQUESTS
O FOLLOW PROPER CHANNELS
O EXERCISE POWER REGULARLY AND ENFORCE COMPLIANCE
REWARD POWER
O VERIFY COMPLIANCE AND ACCOMPLISHMENTS
O OFFER REWARDS FOR DESIRED ACTIONS AND BEHAVIORS
O OFFER CREDIBLE REWARDS THAT ARE DESIRED BY SUBORDINATES
OERIVE POWER
O INFORM SUBORDINATES OF RULES AND PENALTIES
O UNDERSTAND THE SITUATION BEFORE ACTING 8 WARN BEFORE PUNISHING
O ADMINISTER PUNISHMENT CONSISTENTLY 8 PUNISH IN PRIVATE
Misuse of Power Misuse of Power
O rrogance and insensitivity towards subordinates'
leads to career setback of manager himself.
O Both lack of power and misuse of power is harmful
O Manager's different focus leads to varied impact:
a. Personal power Personal gain aspirations
(potentially harmful)
b. nstitutional power Does well to organization
Model of Power and nfluence Model of Power and nfluence
Sources of Personal Power
Expertise
Personal ttraction
Effort Legitimacy
Sources of Position Power
Centrality
Criticality
lexibility
Visibility
Relevance
Power of an
ndividual
nfluence
Over Others
Selection of proper
strategy to influence others
ncreasing authority
via upward influence
ssertive responses to
inappropriate influence
attempts by others
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Gaining nfluence Gaining nfluence
Being influential means ability to convince others
to behave in a certain way towards some goal.
n influential person has a power.
But a powerful person need not be influential.
Gaining nfluence(%hree Methods) Gaining nfluence(%hree Methods)
O Retribution
%hrough intimidation (pressure) or coercion
(threaten)
O Reciprocity
%hrough ingratiation (obligate) or bargain
(exchange)
O Reason
direct approach in persuading the use of facts or
needs to support one's viewpoint.
Use of Retribution strategy Use of Retribution strategy
mbalance of power between the parties.
Ongoing commitment of the other person is not
critical.
Quality and innovation are not important.
Opposition is acceptable.
Extensive surveillance is possible.
No other alternatives exist.
Use of Reciprocity Strategy Use of Reciprocity Strategy
O Needs are specific and short term
O Established exchange norms exist
O %here is adequate time for negotiating
O Parties viewed as trustworthy
O Commitment to broad values not critical
O Parties mutually dependent
Use of Reason strategies Use of Reason strategies
%here are few time constraints.
nitiative and innovation are vital.
nterpersonal trust is high.
%he relationship is long-term.
nterpersonal conflict is not high.
Personal goals are congruent and/or respected by
both parties.
t is important for the other person to understand
why the request is being made.
Handling mposed nfluence Handling mposed nfluence
mportant to recognize and resist it:
Stage 1 : Remind boss of his dependence on
subordinate
Stage 2 : Direct conversation with boss
Stage 3 : ction taken by subordinate like
complaining higher authority, resistance
Neutralize nappropriate ttempts Neutralize nappropriate ttempts
O %he unwanted or inappropriate behavior could be neutralize by the
subordinate against the boss or leader who is using power and
influence which is not well meaningful. %he subordinate should be
more skillful while opposing the inappropriate behavior.
O Neutralizing retribution strategies :
1. By countervailing power to shift dependence to interdependence
which means to balance the power in relationship
2. By confront the exploiting individual , in this way subordinate can
explain the problem in terms of behavior
3. By opposing as a last resort which involves deliberating to more
senior manager
Neutralize nappropriate ttempts Neutralize nappropriate ttempts
O Neutralizing reciprocity strategies
1. By examining the intent of any favor giving activity by observing the
appropriateness of their behavior or cause of any action .
2. Confronting individuals who are using manipulative bargaining
tactics who suggest subordinate disapproval .
3. Refusing to bargain with individuals who use high pressure tactics
which also consider as a last resort .
O Neutralizing reason strategies
1. Explains the adverse effects of compliance on performance which
can be accomplish by acknowledging other person's needs .
2. Defend the personal rights when trying to reason fails . t involves
to make you at a position to say NO .
3. irmly refuse to comply with the request when other tactics failed .
References References
Professional Management: Creating the uture
nnovative Leaders. Dr. Mark Rajai, irst Edition,
2009 Pearson Publishing.