Unit 13 :

Organizational
Outcomes
OB- By Stephan Robbins Ed 15 Ch 13 Page 411 onwards
Organizational Outcomes :
Power & Influence –
Sources of Power,
Power tactics,
Stress :
Sources of stress at workplace,
Stress Management,
Impact of stress on performance

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Power and Influence

 People who have power deny it, people power and politics have been
described as the who want it try not to look like they’re seeking it, and
those who are good at getting it are secretive about how they do so.
 Power is not always bad.
 By learning how power works in organizations, you’ll be better able to use
your knowledge to become a more effective manager.

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 Power refers to a capacity that A has to influence the behavior of B
so B acts in accordance with A’s wishes.

Someone can thus have power but not use it; it is a capacity or
potential. Probably the most important aspect of power is that it is a
function of dependence.

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 Powerful managers were more likely to respond to poor performers by
either directly confronting them or frankly encouraging them to get
training to improve. Less powerful managers enacted strategies not
to confront the poor performer, like compensating for poor
performance or avoiding the individual altogether.

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Bases or Sources of Power

 Bases or sources of power into two general groupings—formal and

personal

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Formal Powers
 Formal power is based on an individual’s position in an organization. It can
come from the ability to coerce or reward, or from formal authority

 1. Coercive Power
 The coercive power base depends on fear of the negative results from failing
to comply. It rests on the application, or the threat of application, of physical
sanctions such as the infliction of pain, frustration through restriction of
movement, or the controlling by force of basic physiological or safety needs.

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 2. Reward Power
 The opposite of coercive power is reward power, with which people
comply because it produces positive benefits; someone who can
distribute rewards others view as valuable will have power over them.
These rewards can be either financial—such as controlling pay rates,
raises, and bonuses—or nonfinancial, including recognition,
promotions, interesting work assignments, friendly colleagues, and
preferred work shifts or sales territories.

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 3. Legitimate Power
 In formal groups and organizations, probably the most
common access to one or more of the power bases is through
legitimate power.
It represents the formal authority to control and use organizational
resources
based on structural position in the organization.
Legitimate power is broader than the power to coerce and reward.
Specifically, it includes members’ acceptance of the authority of a
position.

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Personal Power

 Personal Power comes from an individual’s unique characteristics.

 There are two bases of personal power: expertise and the respect and
admiration of others.

1 Expert Power: Expert power is influence wielded as a result of expertise,

special skill, or knowledge. As jobs become more specialized, we become increasingly
dependent on experts to achieve goals. It is generally acknowledged that physicians
have expertise and hence expert power: Most of us follow our doctor’s advice.
Computer specialists, tax accountants, economists, industrial psychologists, and
other specialists wield power as a result of their expertise.

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 2.Referent Power: Referent power is based on identification with a
person who
has desirable resources or personal traits. If I like, respect, and admire you,
you can exercise power over me because I want to please you.
 Referent power develops out of admiration of another and a desire to be like
that person. It helps explain, for instance, why celebrities are paid millions of
dollars to endorse products in commercials.
 Some people who are not in formal leadership positions nonetheless have
referent power and exert influence over others because of their charismatic
dynamism, likability, and emotional effects on us.
 Amitabh Bacchan endorsing Pulse Polio vaccination and Bicylce brand
agarbati.

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Summary of Bases or Sources of
Powers
 Formal Power:
1. Coercive
2. Reward
3. Legitimate

 Personal Power:
1. Expert
2. Referrent

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Power Tactics

 What power tactics do people use to translate power bases into

specific
action?
 What options do they have for influencing their bosses, co-workers, or
employees?
 In this section, we review popular tactical options and the conditions
that may make one more effective than another.

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 Nine distinct influence tactics:
 ● Legitimacy. Relying on your authority position or saying a
request accords with organizational policies or rules.
● Rational persuasion. Presenting logical arguments and
factual evidence to demonstrate a request is reasonable.
● Inspirational appeals. Developing emotional commitment
by appealing to a target’s values, needs, hopes, and aspirations.
● Consultation. Increasing the target’s support by involving
him or her in deciding how you will accomplish your plan.
● Exchange. Rewarding the target with benefits or favors in
exchange for following a request.
● Personal appeals. Asking for compliance based on friendship
or loyalty.
● Ingratiation. Using flattery, praise, or friendly behavior prior
to making a request.
● Pressure. Using warnings, repeated demands, and threats.
● Coalitions. Enlisting the aid or support of others to persuade
the target to agree. 14
 Some tactics are more effective than others.
 Rational persuasion, inspirational appeals, and consultation tend to be
the most effective, especially when the audience is highly interested in
the outcomes of a decision process.
 Pressure tends to backfire and is typically the least effective of the nine
tactics.
 You can also increase your chance of success by using two or more
tactics together or sequentially, as long as your choices are compatible.
 Using both ingratiation and legitimacy can lessen negative reactions to
your appearing to dictate outcomes, but only when the audience does
not really care about the outcome of a decision process or the policy is
routine.
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Page 595 onwards of OB by Stephan
Robbins Ed 15 Ch 18
Stress :
Sources of stress at
workplace,
Stress Management,
Impact of stress on
performance
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What Is Stress?

 Stress is a dynamic condition in which an individual

is confronted with an opportunity, demand, or
resource related to what the individual desires and
for which the outcome is perceived to be both
uncertain and important.

Although stress is typically discussed in a negative

context, it is not necessarily bad in and of itself; it also
has a positive value. It’s an opportunity when it offers
potential gain.
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 Challenge Stressors—or stressors
associated with workload, pressure to
complete tasks, and time urgency—operate
quite differently from Hindrance Stressors
—or stressors that keep you from reaching
your goals (for example, red tape, office
politics, confusion over job responsibilities).
 ChallengeStressors produce less strain than
Hindrance Stressors 19
Sources and Consequences (Impact) of
Stress

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Stress Management

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Stress Management

 Individual Approaches: An employee can take

personal responsibility for reducing stress levels.

 Ways:
1. time-management techniques,
2. increased physical exercise,
3. relaxation training,
4. expanded social support networks.
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 Organizational Approaches: Several organizational factors that
cause stress—
particularly task and role demands—are controlled by
management and thus
can be modified or changed.
 Ways:
1. improved employee selection and job placement,
2. training,
3. realistic goal-setting,
4. redesign of jobs,
5. increased employee involvement,
6. improved organizational communication,
7. employee sabbaticals, and
8. corporate wellness programs.
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