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Management-Human Resources

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Published in: Management Subjects
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Power and Influence

Rashmi J / Noida

7 years of teaching experience

Qualification: pgdm

Teaches: English, Mathematics, Science, Biology, Physics, Management Subjects

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  1. TED z IILM Institute for Integrated Learning in Management Graduate School of Management PROJECT OF POWER AND INFLUENCE SUBMITTED TO- PROF. K.N.CHAUBEY SUBMITTED BY:- RASHMI JHA PGDM20150034
  2. CAN PEOPLE TRUST YOU? INFLUENCE BEGINS WITH TRUST-WHY EARNING THE TRUST OF OTHERS IS KEY TO BECOMING A GREAT BOSS The article describes the importance of trust which is a necessary element in effective relationships in all cultures. The most important question is can people trust you? Generating trust is an excellent ability that is fundamental to achieve success in life. Being a boss of an organization, the most important point is your employees trust on you. Be clear about what trust is and is not. It's not about being liked. It's not about being (nice). Infect it's based on two beliefs: 1) People's belief in your competencies as a manager. 2) People's belief in your character as a person. Competence: The first element of trust: Competence means you know what to do and how to get it done. It can be technical competence, operational competence, political competence, Character: The Second Element of Trust: Character is about believing in and following a set of values. It's about possessing an internal compass. Above all, be honest with yourself about what you know and don't know. If you lack important knowledge, learn it as quickly as you can. Ask an expert on your staff to tutor you, for example.. We know managers whose ability to influence their people went up when they admitted what they didn't know and asked for help learning. CHANGE THE WAY YOU PERSUADE Executives typically have a default style of decision making that lands them in one of five distinct categories: charismatic, thinkers, skeptics, followers, and controllers. Charismatic: They are easily intrigued and enthralled by new ideas, but experience has taught them to make final decisions based on balanced information, not just emotions. They are easily
  3. enthralled by new ideas. They can absorb large amounts of information rapidly, and they tend to process the world visually. Thinkers: They are impressed with arguments that are supported by data. They tend to have a strong aversion to risk and can be slow to make a decision. They are the most decision makers to understand and consequently the toughest to persuade. Skeptics: They tend to be highly suspicious of every data point presented, especially any information that challenges their worldview. They often have an aggressive, almost combative style and are usually described as take charge people. Skepticsare highly suspicious of every single data point, especially any information that challenges their worldview Followers: They make decisions based on how they've made similar choices in the past or on how other trusted executives have made them. They tend to be risk-averse. Followers make decisions based on how they've made similar choices in the past or on how other trusted executives have made them. Controllers: They abhor uncertainty and ambiguity, and they will focus on the pure facts and analytics of an argument. Controllers abhor uncertainty and ambiguity, and they will focus on the pure facts and Analytics of an argument. They are both constrained and driven by their own fears and insecurities. Few executives would like to be classified as followers or controllers. We do not intend to imply that any decision-making style is superior to another; our labels are merely brief descriptors of the primary behavior of each group. In fact, each style can be highly effective in certain environments. Followers, for instance, have a high sense of responsibility and can be excellent leaders at large, established corporations. POWER DYNAMICS IN ORGANIZATIONS Power is the potential of an individual to influence another individual or group and influence is the exercise of power to change the behavior, attitudes and values of that individual or group. There are challenges like interdependency, diversity, power gap, law of reciprocity in a managerial life and political conflict in an organization always acts as an evil but the main challenge is how to eliminate the conflict. We all are aware of the notions that "power is evil" and that "power corrupts" but on the other hand it is necessary to bring about productive and creative resolutions to organizational conflict.
  4. An individual ignore or fail to understand how power and influence work in organizations will find it difficult to be effective and ethical on the job. But the most effective managers are those whose actions are ethical and also effective for their organization, otherwise their peers will be more likely to resist subsequent influence attempts. Political conflict in an organization is almost inevitable because of diversity, interdependence, resource scarcity and lack of common goals between individuals. Though conflict and diversity results into creativity and innovation and can be healthy and productive but need to be minimized. Hence only effective use of power and influence can resolve political conflicts. Distribution of this power and influence varies according to organizational circumstances. Much of individuals' power stems from the kind of activities they perform and their location in an organization. Formal authority, relevance, centrality, autonomy and visibility are sources of positional power while expertise, track record, attractiveness and effort are sources of personal power. This is how power dynamics works in an organization. Hence we can conclude assessing power dynamics in organizations as an important element of one' s career management. POWER IS THE GREAT MOTIVATOR Power is one thing for which people works or which motivates to achieve bigger in life. There is a greater need for power than for achievement. Managers fall into three motivational groups. First, afflictive managers, need to be liked more than they need to get things done. Second group aren't worried about what people think of them. Those in the third group institutional managers are interested above all in power. Measuring managerial effectiveness: It is not enough to suspect that power motivation may be important; one needs hard evidence that people who are better managers than Ken Briggs is are in fact more highly motivated by power and perhaps score higher in other characteristics as well. For a variety of reasons, superiors' judgments of their subordinates' real-world performance may be inaccurate. In the absence of some standard measure of performance, we decided that the next best index of a manager's effectiveness would be the climate he or she creates in the office, reflected in the morale subordinates. Workshop Techniques: Characteristics of their supervisors according to six criteria: 1) the amount of conformity to rules the supervisor requires, 2) the amount of responsibility they feel they are given, 3) the emphasis the department places on standards of performance, 4) the degree
  5. to which rewards are given for good work compared with punishment when something goes wrong, 5) the degree of organizational clarity in the office and 6) its team spirit. The power Factor: Individuals high in power and in control are more institution minded; they tend to get elected to more offices, to control their drinking, and to have a desire to serve others. Not surprisingly, we found in the workshops that the better managers in the corporation also tend to score high on both power and inhibition. Three kinds of managers: Institutional managers—are high in power motivation, low in affiliation motivation, and high in inhibition, affiliative managers- those people for whom the need for affiliation is higher than the need for power, personal-power managers -those in whom the need for power is higher than the need for affiliation but whose inhibition score is low. Through empirical and statistical investigations may sound like good common sense. But it is more than common sense. Managers of corporations can select those who are likely to be good managers and train those already in managerial positions to be more effective with more confidence. POWER PLAY The ability to have thing your way is power play. Exercise of power: Mete out resources. Whenever you have discretionary control over resources important to others things like money, equipment, space, and information you can use them to build your power. Shape behavior through rewards and punishments. In companies as in governments, people reward those who help them and punish those who stand in their way. Barriers: The Belief That the World Is a Just Place, the Leadership Literature, Your Delicate Self-Esteem Advance on multiple fronts: Even when most thwarted in her efforts to make systemic change, she kept advancing, one advocate at a time.
  6. Make the first move: This kind of dynamic plays out all the time in struggles between boards of directors and CEOs Remove rivals—nicely, if possible: Another way to deal with opponents is to show them the door gracefully. Persist: It wears the opposition down. And if nothing else, staying in the game keeps open the possibility that the situation will shift to your advantage. Make important relationships work- no matter what: Once you reach a certain point in your career, you simply have to make critical relationships work. Make the vision compelling: It's easier to exercise power when you are aligned with a compelling, socially valuable objective. Some of the people competing for advancement or standing in the way of your organization's agenda will bend the rules of fair play or ignore them entirely. Don't bother complaining about this or wishing things were different. THE USES (AND ABUSES) OF INFLUENCE Persuasion works by appealing to certain deeply rooted human responses. Experiments in social psychology by Robert Cialdini and others have identified six of those responses: Liking: If people like you because they sense that you like them, or because of things you have in common—they're more apt to say yes to you. Reciprocity: People tend to return favors. If you help people, they'll help you. If you behave in a certain way (cooperatively, for example), they'll respond in kind. Social proof: People will do things they see other people doing especially if those people seem similar to them. Commitment and consistency: People want to be consistent, or at least to appear to be. If they make a public, voluntary commitment, they'll try to follow through. Authority: People defer to experts and to those in positions of authority (and typically underestimate their tendency to do so). Scarcity: People value things more if they perceive them to be scarce. In more collectivist, communal cultures, certain kinds of persuasive appeals are more successful. Social proof is very powerful. If a lot of your peers are doing something, that's a more powerful
  7. impetus for you than for people in more individualistic cultures, where one looks inside the self and doesn't use the group as the standard for deciding. If an organization chooses to be unethical with clients or suppliers, it will ultimately be cheated by people who are happy to work in a dishonest culture. Eventually the organization will pay for it on the bottom line.

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