Influence,

Power, and
Politics: An
Organization
al Survival
Kit
Chapter
Thirteen
McGraw-Hill/Irwin
2012 The McGraw-Hill Companies, Inc. All rights reserved.

Copyright 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

After reading the material in this

chapter,
you should be able to:
LO13.1 Name five soft and four hard
influence tactics and summarize Cialdinis
principles of influence and
persuasion.
LO13.2 Identify and briefly describe French
and Ravens five bases of power.
LO13.3 Define the term empowerment and
explain how to make it succeed

13-2

After reading the material in this

chapter,
you should be able to:
LO13.4 Define organizational politics and
explain what triggers it, and specify the
three
levels of political action in
organizations.
LO13.5 Distinguish between favorable and
unfavorable impression management
tactics.
LO13.6 Explain how to manage organizational
politics.
13-3

Three Influence Outcomes

1. Commitment
substantial agreement followed by initiative
and persistence in pursuit of common goals

2. Compliance
reluctant agreement requiring subsequent
prodding to satisfy minimum requirements

13-4

Three Influence Outcomes

3. Resistance
stalling, unproductive arguing, or outright
rejection

13-5

Five Bases of Power

Reward power
obtaining compliance by promising or granting
rewards.

Coercive power
obtaining compliance through threatened or
actual punishment.

Legitimate power
obtaining compliance through formal authority.

13-6

Five Bases of Power

Expert power
obtaining compliance through ones knowledge
or information.

Referent power
obtaining compliance through charisma or
personal attraction.

13-7

The Evolution of Power

13-8

Participative Management
Participative management
process whereby employees play a direct role
in setting goals, making decisions, solving
problems, and making changes in the
organization

13-9

Domain of Organizational
Politics
Organizational politics
intentional acts of influence to enhance or
protect the self-interests of individuals or
groups

13-10

Levels of Political Action in

Organizations

13-11

Commonly Used Political

Tactics

13-12

Impression Management
Impression management
any attempt to control or manipulate the
images related to a person, organization, or
ideas

13-13

Apologies
Apologies
form of trust repair where one acknowledges
an offense and often offers to make amends.

It is a widely held norm in the United States

and other cultures (e.g., Japan) to apologize
when ones actions (or lack of action) cause
harm to another, whether intentional or not.
13-14

Purposes for Leader Apologies

and Their Desired Outcomes

13-15