HBO 影响力ppt课件.ppt

PowerandInfluenceintheWorkplace,1,Power,Influence&PoliticsintheRCMP,RoyalCanadianMountedPolice(RCMP)humanresourcesdirectorDeniseRevineandherbossChiefSuperintendentFraserMacauley,(seephoto)hadtheircareersderailedwhentheyreportedthatpensionfundshadbeenmisappropriated.ACanadiangovernmentreportconcludedtheRCMPsufferedfromthe“absolutepowerexercisedbytheCommissioner.”,10-2,2,TheMeaningofPower,Poweristhecapacityofaperson,team,ororganizationtoinfluenceothers.Potential,notactualusePeoplehavepowertheydontuse-maynotknowtheypossessAperception,10-3,3,PowerandDependence,ResourcedesiredbypersonB,PersonBscountervailingpoweroverPersonA,PersonA,PersonAscontrolofresourcevaluedbyPersonB,PersonB,PersonAspoweroverPersonB,10-4,4,ModelofPowerinOrganizations,LegitimateRewardCoerciveExpertReferent,10-5,5,SourcesofPower,AgreementthatpeopleincertainrolescanrequestcertainbehaviorsofothersBasedonjobdescriptionsandmutualagreementLegitimatepowerrange(zoneofindifference)variesacrossnationalandorgcultures.,Legitimate,10-6,6,SourcesofPower,AbilitytocontroltheallocationofrewardsvaluedbyothersandtoremovenegativesanctionsOperatesupwardaswellasdownward,Reward,Legitimate,10-7,7,SourcesofPower,AbilitytoapplypunishmentExistsupwardaswellasdownwardPeerpressureisaformofcoercivepower,Legitimate,Coercive,Reward,10-8,8,SourcesofPower,ThecapacitytoinfluenceothersbypossessingknowledgeorskillsthattheyvalueMoreemployeeexpertpowerovercompaniesinknowledgeeconomy,Legitimate,Expert,Reward,Coercive,10-9,9,SourcesofPower,Occurswhenothersidentifywith,like,orotherwiserespectthepersonAssociatedwithcharismaticleadership,Legitimate,Referent,Reward,Coercive,Expert,10-10,10,DeCourcysTrendspottingPower,ColleenDeCourcyhasdevelopedareputationasatrendspotter,givingherconsiderableinformationpowerintheadvertisingindustry.“Herknowledgeofthedigitallandscape,groundedincreativity,makeheraninvaluableadditionaltoTBWA,”saysDeCourcysboss.,10-11,11,InformationandPower,ControloverinformationflowBasedonlegitimatepowerRelatestoformalcommunicationnetworkCopingwithuncertaintyMorepowertothosewhocanhelpfirmscopewithuncertaintyPreventionForecastingAbsorption,10-12,12,PowerThroughControlofInformationFlow,Thispersonhashighinformationcontrol,Thesepeopleindividuallyhavelowinformationcontrol,Wheelformation,All-channelsformation,10-13,13,ContingenciesofPower,10-14,14,IncreasingNonsubstitutability,Few/noalternativestotheresourceIncreasenonsubstituabilitybycontrollingtheresourceexclusiverighttoperformmedicalprocedurescontroloverskilledlaborexclusiveknowledgetorepairequipmentDifferentiateresourcefromothers,10-15,15,Centrality,DegreeandnatureofinterdependencebetweenpowerholderandothersCentralityisafunctionof:HowmanyothersareaffectedbyyouHowquicklyothersareaffectedbyyou,10-16,16,DiscretionandVisibility,DiscretionThefreedomtoexercisejudgmentRuleslimitdiscretion,limitpowerAlsoaperceptionactingasifyouhavediscretionVisibilitySymbolscommunicateyourpowersource(s)EducationaldiplomasClothingetc(stethoscopearoundneck)SalienceLocationothersmoreawareofyourpresence,10-17,17,SocialNetworkingandPower,CultivatingsocialrelationshipswithotherstoaccomplishonesgoalsIncreasespowerthrough:socialcapitalreferentpowervisibilityandcentralitycontingencies,10-18,18,InfluencingOthers,Influence-anybehaviorthatattemptstoaltersomeonesattitudesorbehaviorAppliesoneormorepowerbasesProcessthroughwhichpeopleachieveorganizationalobjectivesOperatesup,down,andacrosstheorganizationalhierarchy,10-19,19,Assertiveness,Activelyapplyinglegitimateandcoercivepower(“vocalauthority”)Reminding,confronting,checking,threatening,SilentAuthority,FollowingrequestswithoutovertinfluenceBasedonlegitimatepower,rolemodelingCommoninhighpowerdistancecultures,TypesofInfluence,10-20,20,CoalitionFormation,GroupformstogainmorepowerthanindividualsalonePoolsresources/powerLegitimizestheissuePowerthroughsocialidentity,TypesofInfluence(cont),InformationControl,ManipulatingothersaccesstoinformationWithholding,filtering,re-arranginginformation,10-21,21,UpwardAppeal,AppealingtohigherauthorityIncludesappealingtofirmsgoalsAllianceorperceivedalliancewithhigherstatusperson,TypesofInfluence(cont),Persuasion,Logic,facts,emotionalappealsDependsonpersuader,messagecontent,messagemedium,audience,10-22,22,TypesofInfluence(cont),Exchange,PromisingorremindingofpastbenefitsinexchangeforcomplianceIncludesnegotiationandnetworking,Ingratiation/Impress.Mgt.,increaselikingby,orperceivedsimilaritytothetargetperson,10-23,23,ConsequencesofInfluenceTactics,peopleopposethebehaviordesiredbytheinfluencer,motivatedbyexternalsources(rewards)toimplementrequest,identifywithandhighlymotivatedtoimplementrequest,Resistance,Compliance,Commitment,10-24,24,ConsequencesofInfluenceTactics,Resistance,Compliance,Commitment,10-25,25,ContingenciesofInfluenceTactics,“Soft”tacticsgenerallymoreacceptablethan“hard”tacticsAppropriateinfluencetacticdependson:InfluencerspowerbaseOrganizationalpositionCulturalvaluesandexpectations,10-26,26,OrganizationalPolitics,Behaviorsthatothersperceiveasself-servingtacticsforpersonalgainattheexpenseofotherpeopleandpossiblytheorganization.,10-27,27,ConditionsSupportingOrganizationalPolitics,ScarceResources,ComplexandAmbiguousDecisions,ToleranceofPolitics,OrganizationalChange,ConditionsforOrganizationalPolitics,10-28,28,MinimizingPoliticalBehaviour,IntroduceclearrulesforscarceresourcesEffectiveorganizationalchangepracticesSuppressnormsthatsuppor