Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-1 Chapter 4 Influencing: Power, Politics, Networking and Negotiation.

4-1Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.

Chapter 4Chapter 4Influencing: Influencing:

Power, Politics, Power, Politics, Networking andNetworking and

NegotiationNegotiation


Chapter 4 Chapter 4 Learning OutcomesLearning Outcomes

• Position vs personal powerPosition vs personal power• Differences among legitimate, Differences among legitimate,

reward, coercive, and referent powerreward, coercive, and referent power• Relationship of power and politicsRelationship of power and politics• Similar use of money and politicsSimilar use of money and politics• Steps in networking processSteps in networking process• Steps in negotiation processSteps in negotiation process• Relationship among: negotiation, Relationship among: negotiation,

conflict, influencing tactics, power, conflict, influencing tactics, power, politicspolitics


InfluencingInfluencingThe process The process of affecting of affecting others’ others’ attitudes attitudes and and behavior to behavior to achieve an achieve an objective.objective.


2 Sources of 2 Sources of PowerPower

PositionPosition

PersonalPersonal

Derived from top management

Derived from thefollower basedon leader’s behavior


RationalPersuasionRational

PersuasionInspirational

AppealsInspirational

Appeals

PressurePressure ConsultationConsultation

LegitimizationLegitimization IngratiationIngratiation

CoalitionsCoalitions Personal Appeals

Personal Appeals

99InfluencingInfluencing

TacticsTactics

99InfluencingInfluencing

TacticsTactics

ExchangeExchange

Source: Adapted from J. French and B.H. Raven. 1959. “The Bases of Social Power.” In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research.


Types of PowerTypes of Power• Legal/Legitimate: Legal/Legitimate:

– Comes from appointed/elected Comes from appointed/elected positionposition

– Most followers grant this to a Most followers grant this to a leaderleader

• Reward:Reward:– Control of things valued by Control of things valued by

followersfollowers– Based on exchange relationshipBased on exchange relationship


Types of PowerTypes of PowerReferent:Referent:

– Based on respect & personal relationshipsBased on respect & personal relationships•Earned respect increases referent power•Being better liked increases referent

power•Being seen as a team player, dedicated,

and effective increase referent power– Can be developed by anyone regardless of Can be developed by anyone regardless of

other types of power or the lack thereofother types of power or the lack thereof– Critical between: Critical between:

•Leaders & followers •Peers•Leaders & their superiors

– Excellent base for a relational or balanced Excellent base for a relational or balanced relational/structural leadership stylerelational/structural leadership style


Types of PowerTypes of Power• Expert:Expert:

– Comes from skill, expertise, Comes from skill, expertise, knowledgeknowledge

– Makes others dependent on the Makes others dependent on the person with the powerperson with the power

– Can be for advice, to fix your Can be for advice, to fix your computer, etc.computer, etc.

• Information/Resource:Information/Resource:– Comes from control of data, Comes from control of data,

information or other needed information or other needed resourcesresources•$$$•Equipment•Human Resources•Supplies & Material


Types of PowerTypes of Power• Coercive/Punishment:Coercive/Punishment:

– Ability to punish or withhold Ability to punish or withhold rewardsrewards

– Often used by peers to enforce Often used by peers to enforce norms norms

• Connection:Connection:– Comes from associating with Comes from associating with

influential peopleinfluential people– PoliticalPolitical


THE SINGLE MOST EFFECTIVE THE SINGLE MOST EFFECTIVE WAY TO ACCUMULATE WAY TO ACCUMULATE

POWER IN AN POWER IN AN ORGANIZATIONORGANIZATION

Regularly provide Regularly provide services, favors, and services, favors, and

assistance to everyone assistance to everyone within the organization. within the organization.

The more impossible these The more impossible these acts are to repay, the acts are to repay, the

greater greater the power gain.the power gain.


PoliticsPolitics•The process The process

of gaining of gaining and using and using powerpower

•Fact of life Fact of life in in organizationorganizationss

•Neither Neither good or badgood or bad


NetworkingNetworking

ReciprocityReciprocity

CoalitionsCoalitions

33CommonCommonPoliticalPolitical

BehaviorsBehaviors

33CommonCommonPoliticalPolitical

BehaviorsBehaviors


Political Behavior Political Behavior SkillSkill

DevelopmentDevelopmentReciprocityCoalitions

Networking

Learn the Organizational Culture & Power Players

Develop Good Working RelationshipsEspecially with your Manager

Be Loyal, Honest Team Player

Gain Recognition


Networking on the Networking on the JobJob•Key to promotion to higher Key to promotion to higher

management management •Requires social skillsRequires social skills•Is about building Is about building professional relationships professional relationships and friendshipsand friendships

•Difficult for womenDifficult for women– Not called “the good old boy Not called “the good old boy network” for nothingnetwork” for nothing


Networking to Find a Networking to Find a JobJob

•Most successful approachMost successful approach•2/3 of all jobs2/3 of all jobs

– Word of mouthWord of mouth– Informal referralsInformal referrals

•Results in more new jobs Results in more new jobs than all other methods than all other methods combinedcombined


The Networking The Networking ProcessProcess

• Perform a self-assessment Perform a self-assessment and set goalsand set goals

• Create your one-minute self Create your one-minute self sellsell

• Develop your networkDevelop your network• Conduct networking Conduct networking

interviewsinterviews• Maintain your networkMaintain your network


Perform a Self-Perform a Self-Assessment Assessment

and Set Goalsand Set Goals

•AccomplishmentsAccomplishments•Tie accomplishments to Tie accomplishments to

the Job Interviewthe Job Interview•Set Networking GoalsSet Networking Goals


Create Your Create Your One-Minute Self-One-Minute Self-

SellSell•History of your careerHistory of your career•Plans for the futurePlans for the future•Questions to stimulate Questions to stimulate

conversationconversation•Write and PracticeWrite and Practice


Develop Your Develop Your NetworkNetwork

•Begin with who you knowBegin with who you know•Expand to people you Expand to people you

don’t knowdon’t know– ReferralsReferrals– Volunteer workVolunteer work

•Develop ability to Develop ability to remember peoples’ namesremember peoples’ names


Conduct Conduct Networking Networking InterviewsInterviews•Not job interviewsNot job interviews

•Use network listUse network list•Use many interviews to Use many interviews to

reach networking goalsreach networking goals• Informal or via Informal or via

telephonetelephone•You are the interviewerYou are the interviewer

– Be preparedBe prepared


Conducting Conducting InterviewsInterviews• Establish rapportEstablish rapport

• Deliver your one-minute self-sellDeliver your one-minute self-sell• Ask prepared questionsAsk prepared questions• Get additional contacts for your Get additional contacts for your

networknetwork• Ask your contacts how you Ask your contacts how you

might help themmight help them• FollowupFollowup

– Send thank-you notesSend thank-you notes– Give status reportsGive status reports


NEGOTIATIONNEGOTIATION• Two or more parties Two or more parties

which are in conflict which are in conflict (disagreement) working (disagreement) working to reach an agreementto reach an agreement

• Common in:Common in:– Job searchesJob searches– Labor relationsLabor relations– SalesSales


Negotiation Negotiation ProcessProcess

PlanPlanPlanPlan

PostponemPostponemententPostponemPostponementent

AgreementAgreement

Close the Close the dealdeal

AgreementAgreement

Close the Close the dealdeal

No No AgreementAgreementNo No AgreementAgreement

NegotiationNegotiationssNegotiationNegotiationss


PLANPLAN• Research the other Research the other

party(ies)party(ies)• Set objectivesSet objectives

– Lower limitLower limit– ObjectiveObjective– OpeningOpening

• Develop options & tradeoffsDevelop options & tradeoffs• Be prepared to deal with Be prepared to deal with

questions & objections questions & objections (especially unstated)(especially unstated)


NEGOTIATIONSNEGOTIATIONS• Develop rapportDevelop rapport• Keep it professional, never Keep it professional, never

personalpersonal• Try to get the other person to Try to get the other person to

make the first offermake the first offer““He who mentions a dollar amount He who mentions a dollar amount

first, loses”, Job Hunting adagefirst, loses”, Job Hunting adage• Ask questionsAsk questions• ListenListen• Don’t give in too quicklyDon’t give in too quickly• Never give something up for Never give something up for

freefree


POSTPONEMENTPOSTPONEMENT•May be advantageous or May be advantageous or

disadvantageousdisadvantageous•Most interested party Most interested party

usually tries to avoid usually tries to avoid postponementspostponements– May try to create a sense May try to create a sense of urgencyof urgency


AgreementAgreement•Both sides should feel Both sides should feel

good about the good about the agreementagreement

•Get it in writingGet it in writing•Quit sellingQuit selling•Start work on a personal Start work on a personal

relationshiprelationship


DisagreementDisagreement•Accept that agreement Accept that agreement

isn’t possibleisn’t possible•Learn from the failureLearn from the failure•Ask the other party what Ask the other party what

you did right & wrongyou did right & wrong•Analyze and plan for the Analyze and plan for the

next timenext time


Negotiation Negotiation AdageAdage•““If you can’t afford to If you can’t afford to

walk away, or at least walk away, or at least convince the other side convince the other side that you will walk away, that you will walk away, you’ve already lost.”you’ve already lost.”– Convincing others you will walk Convincing others you will walk

away when you can’t is very away when you can’t is very tough.tough.


Discussion Question Discussion Question #1#1

•What are the What are the nine influencing nine influencing tactics?tactics?



•What are the What are the seven types of seven types of power?power?



•Which two types Which two types of power do of power do effective leaders effective leaders most commonly most commonly use?use?



•What is the What is the similarity and similarity and differences between differences between social exchange social exchange theory and strategic theory and strategic contingencies contingencies theory?theory?



•What are three What are three political political behaviors and behaviors and four guidelines four guidelines for developing for developing political skills?political skills?



•Can Can management management order the end of order the end of power and power and politics in their politics in their organizations?organizations?



•Should people be Should people be judged based on judged based on their social their social skills?skills?



•Do you believe Do you believe that networking that networking is really all that is really all that important?important?



•Do people really Do people really need a written need a written networking list?networking list?



•How many How many interview interview questions should questions should you bring to a you bring to a networking networking interview?interview?



•What type of What type of situation is the situation is the goal of goal of negotiation?negotiation?



•What are the What are the steps in planning steps in planning a negotiation?a negotiation?



•What are the What are the steps in steps in negotiationsnegotiations??

Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-1 Chapter 4 Influencing: Power, Politics, Networking and Negotiation.

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