Chapter 15 - Influence, empowerment, and politics. After reading the material in this chapter, you should be able to: Name five “soft” and four “hard” influence tactics and summarize Cialdini’s principles of influence and persuasion; identify and briefly describe French and Raven’s five bases of power; define the term empowerment and explain how to make it succeed;. | Influence, Empowerment, and Politics Chapter Fifteen Learning Objectives Explain the concept of mutuality of interest. Name at least three “soft” and two “hard” influence tactics, and summarize the practical lessons from influence research. Identify and briefly describe French and Raven’s five bases of power, and discuss the responsible use of power. Define the term empowerment , and explain why it is a matter of degree. Learning Objectives (cont.) Explain why delegation is the highest form of empowerment, and discuss the connections among delegation, trust, and personal initiative. Define organizational politics, and explain what triggers it. Distinguish between favorable and unfavorable impression management tactics. Explain how to manage organizational politics. The Constant Tug-of-War between Self-Interest and Mutuality of Interest Requires Managerial Action Social Power Social power ability to marshal the human, informational, . | Influence, Empowerment, and Politics Chapter Fifteen Learning Objectives Explain the concept of mutuality of interest. Name at least three “soft” and two “hard” influence tactics, and summarize the practical lessons from influence research. Identify and briefly describe French and Raven’s five bases of power, and discuss the responsible use of power. Define the term empowerment , and explain why it is a matter of degree. Learning Objectives (cont.) Explain why delegation is the highest form of empowerment, and discuss the connections among delegation, trust, and personal initiative. Define organizational politics, and explain what triggers it. Distinguish between favorable and unfavorable impression management tactics. Explain how to manage organizational politics. The Constant Tug-of-War between Self-Interest and Mutuality of Interest Requires Managerial Action Social Power Social power ability to marshal the human, informational, and material resources to get something done 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. Five Bases of Power Expert power obtaining compliance through one’s knowledge or information. Referent power obtaining compliance through charisma or personal attraction. Empowerment: From Power Sharing to Power Distribution Empowerment recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation. The Evolution of Power Participative Management Participative management process whereby employees play a direct role in setting goals, making decisions, solving problems, and making changes in the organization Delegation Delegation the process of granting decision-making authority to lower-level employees .
