Mgmt 524 - Chapter 15

"Hard" Influence Tactics

-Exchange:: Promising some benefits in exchange for complying with a request. -Coalition Building: Persuading by seeking the assistance of others or by noting the support of others. -Legitimating: Pointing out one's authority to make a request or verifying that it is consistent with prevailing organizational policies and practices. -Pressure: Seeking compliance by using demands, threats, or intimidation.

Outcomes of Influence Attempts

-Non-compliance: it didn't work, they didn't do it, Resistance - a strong negative response Request will be disregarded, influence attempt is unsuccessful -Compliance (with resentment): you got your way but you will probably regret the way you did. Most commonly found when using upward appeals, pressure tactics, and coalition tactics. -Commitment/Motivation- a strong positive response The person will agree and carry out the request because they truly believes it is the right or best thing to do The best outcome is commitment because the target person's intrinsic motivation will energize good performance. Most commonly found when using rational persuasion, consultation, and inspirational appeals. -Compliance - completion of request The person will agree only because there is something positive in it for him/her or something negative will happen if they don't, Most commonly found when using legitimating tactics, exchange tactics, ingratiation, and personal appeals.

"Soft" Influence Tactics

-Rational persuasion: Using logical arguments and facts to persuade another that a desired result will occur. -Inspirational Appeal: Arousing enthusiasm by appealing to one's values and beliefs -Consultation: Asking for participation in decision making or planning a change -Ingratiation: Getting someone to do what you want by putting that person in a good mood or getting him or her to like you. -Personal appeal: Appealing to feelings of loyalty and friendship before making a request

Delegation

-granting decision-making authority to people at lower levels greater delegation was associated with the following factors: When the employee is competent, the employee shares the manager's task objectives, the manager has a long-standing and positive relationship with the employee, and when the lower-level person was also a supervisor. Barriers to Delegation include: -Belief in the fallacy "if you want something done right, do it yourself" -Lack of confidence/trust in lower levels -Low self-confidence -Fear of being called lazy -Vague job definition -Fear of competition from those below -Reluctance to take risks involved in depending on others -Lack of controls that provide early warning of problems with delegated duties -Poor example set by bosses who do not delegate

Empowerment

-sharing varying degrees of power with lower-level employees to tap their full potential -considering power as not a zero-sum game but instead something that is unlimited and can be shared by all. Empowerment is a win-win proposition and should not be viewed as threatening, but rather as a means of helping managers and employees to develop new skills and reach career goals.

Power

-the people you are trying to influence give you power -the ABILITY to influence other(s) behavior or decisions

CONSULTATION TACTIC

Asking for advice, then gaining their contributions and effort Inquire how their expertise may be instrumental to solving some problem... Asking them to take a look at the problem to see if they can offer some advice for solving it may be gleaned... Someone gives ideas Difficult to say no cuz the idea was theirs Once they're in, they're in! You ask them to implement the idea with you because they came up with it.

Political Tactics

Attacking or blaming others Using information as a political tool Creating a favorable image (impression management) Developing a base of support Praising others (ingratiation) Forming political coalitions with strong allies Associating with influential people Creating obligations (reciprocity)

LEGITIMATING TACTIC

Convince others they should do it given the nature of their job... Refer to their job description Remind them who the boss is... Indicate that the boss has approved this... Remind them of their 'role' at the company Ex: When the wife reminds the husband to get up and get the crying baby by saying, "Dad??"

PRESSURE TACTIC

Demand insistently that something be done Constantly remind them to do it Manipulate them or scare them into doing it Imply threats of poor review or bad recommendations for future raises, etc., if they don't do as you ask... "Do this or else!" "You might want to think about the consequences of disappointing me." This tactic will cause resentment

COALITION TACTIC

Ganging up on someone Gather support from several people and then as a group try to influence someone "We all think ...." Creates peer pressure and sometimes 'bullies' others into doing something "This idea already has the support of ______, ______, _______, and _______." Ex: When you get home from work and your whole family has already decided we are all going to get ice cream together.

PERSONAL APPEALS

Make it sound like a personal favor "Will you do me this favor, and..." Appeal to the friendship that you have developed with someone to get them to do what you want them to do If they like you, they'll be hard pressed to turn you down Ex: "Hey will you do me a favor?" Appealing to the friendship and the fact that they like you. "Will you do this for me, just this once?"

INGRATIATING TACTIC

Making someone feel good about themselves requesting something Commenting on how good they are at these sorts of things... "Brown-nosing" "Kissing-up" {Flattery will get you everywhere} Ex: telling someone how much you love them and then asking for something. Smarmy - insincere and excessive

Levels of Political Action in Organizations

Network Level: Cooperative pursuit of general self-interests, group of individuals who are together to promote each other and assist the members of the network in achieving their goals. For example, a Hispanic network at Avon has been established to support members' career opportunities. Networks focus on people rather than issues and have longer-term purposes. Coalition Level: Cooperative pursuit of group interests in specific issues, Coalitions form because of an issue that matters to the individuals in the coalition; and once that issue is resolved, they typically disband. Individual Level: Individual pursuit of general self-interests

ZONES OF RESISTANCE

Non-Influence Zone --> You will never influence this person and you can never get them to do it no matter what. Influence Zone Resistance --> above and beyond what would normally be expected of me, not consistent with what I am used to. Legitimate Zone Resistance --> willing to do something only if you believe its consistent with what would normally be expected. (ex: you would be willing to pick up a friend from airport but not a non-friend) (ex: Hi, is this IT? I have an IT related problem, can you please help me?) Making sure they are thinking the way you want them to so they are willing to help. Indifferent Zone --> willing to do something but only when asked (ex: can you please tell me the time?) Preference Zone : Least amount of resistance (ex: I was going to do it but the way you asked makes me not want to do it anymore) You need to exhibit enough influence to overcome the resistance, just enough

EXCHANGE TACTIC

Offer to give a reward for doing something Imply that the next review will be favorable if... Offer to do something else in return for their help Make a deal! Remind people of past favors ... You owe me! "If you do this today then ill take care of the other thing." "Remember when I helped you with that other thing? Can you help me with this?

Sources of Uncertainty

Political maneuvering is triggered primarily by uncertainty. Unclear objectives Vague performance measures Ill-defined decision processes Strong individual or group competition Any type of change

Sources of Power

Position - derived from one's position and status within the organization -Reward: If you do it I'll give you something, offer bonuses, recognition, promotions, and other such rewards -Coercive: If you don't do it something bad will happen, gives them the authority to punish and withhold rewards in order to influence compliance -Legitimate: Do it because the boss asks you to, Can be positive or negative, gives managers decision authority that is used to affect subordinates' behavior. Personal - derived from one's personal characteristics, relationship with others, and behavior towards others -Expert: Do it because I know a lot about this subject, becoming an expert in your field -Referent: Do it because you like me, individuals are influenced more by people they identify with and enjoy working with than with those they don't.

BASES OF SOCIAL POWER

Power is perception. Not reality. We give other people the power. REWARD POWER: The ability to influence another person because he/she believes that you can provide him/her with tangible rewards, such as a bonus, promotion, raise, or other incentives Ex: I am going to do what the professor is asking because I want a good grade in this class. We give him that power. COERCIVE POWER: The ability to influence another person because he/she believes that you can inflict some type of negative consequence on him/her, such as docking pay, demotion, unwanted transfer, firing, etc. Ex: what if the professor kicks me out of this class or if my boss demotes me? You are afraid of what the consequences might be. LEGITIMATE POWER: The ability to influence another person because he/she believes that you have the 'right' to request things of them (based on roles, job descriptions, hierarchical authority) Ex: You give the professor power because you respect authority. REFERENT POWER: The ability to influence others because they emulate you or your group (organization) They seek acceptance and approval from you and/or your group Ex: You respect them, like them, and look up to them. You want to show that you respect them. Can be towards a person or a group/church/sorority. EXPERT POWER: The ability to influence others because of your unique experience, knowledge, or access to information For power to exist, leader must also establish trust (that you'll use your expertise ethically) with others Ex: Trust that you have unique knowledge, expertise, and that you will use it well.

Influence Tactics

Proactive influence strategies used interpersonally ... Legitimating Exchange Pressure Coalitions Personal Appeals Ingratiation Consultation Inspirational Appeals Rational Persuasion Upward Appeals

INSPIRATIONAL APPEALS

Tapping into the emotions of others to get them to do something Creating strong energy and excitement for a job that needs to be done Move the emotion to get someone to take on a project or perform a task "Don't you realize how incredible it will be if we can touch the lives of these deprived children?" Then people are with you and excited and motivated.

Influence

The ACTUAL influence (or effect) on someone's behavior or decisions

Social Power

The ability to get things done with human, informational, and material resources -Power is not power OVER others -Power is the ability to GET THINGS DONE power is not a downward proposition exclusively. It also means having power to influence peers, customers, and managers.

Randolph's Empowerment Model

The empowerment plan involves sharing information by sharing company performance information and helping people understand the business. In addition, the plan requires creating autonomy through structure and letting teams become the hierarchy. Organizations can create autonomy by creating a clear vision and clarifying the little pictures, creating new decision-making rules that support empowerment, and clarifying goals and roles collaboratively. Organizations can let teams become the hierarchy by providing direction and training for new skills, providing encouragement and support for change, and gradually having managers let go of control.

Personal Initiative

The other side of Delegation -occurs when individuals go beyond formal job requirements and become active self-starters. -important in establishing trust with a manager and ensuring that he or she will think of you for developmental assignments to be delegated. Following these tips can help you move toward personal initiative: -Go beyond the job. -Follow through on new ideas. -Don't be defeated by criticism; rather learn from it. -Look ahead and around for opportunities.

UPWARD APPEALS

This is when you go to a supervisor to try to influence a peer colleague - If unsuccessful at influencing a colleague or boss, some will work their way up the latter to get their way.... "Can I talk to your supervisor?" "I'm going to need to talk to the Director about this...." "My big sister won't let me have a cookie, so I'll ask Mom..." When you influence someone by going over their head. Can cause resentment between people. When you are on the phone with customer service and keep asking for their manager.

RATIONAL PERSUASION

Use facts and logic to convince others that they should do something Provide cause and effect scenarios to get others to do it Relate the task you are asking them to do to the goals and mission of the organization "This project will position us as the technology leader in the industry" "Here's why I think you should do this: *gives reasons*."

Mutuality of Interest

balancing individual and organizational interests through win-win cooperation. We are all born with the inherent instinct towards self-preservation; but in an organizational setting, it is important that employees do what is best for the organization to ensure its livelihood.

Organizational Politics

intentional enhancement of self-interest ...but the self-interest should be aligned with the org's interests "Politics isn't about winning at all costs. It's about maintaining relationships and getting results at the same time." Political behavior is not necessarily bad if it is used to serve the good of the organization.

Authority

the RIGHT to influence someone's behavior or decisions

Participative Management

the process whereby employees play a direct role in: -Setting goals -Making decisions -Solving problems -Making changes in the organization helps employees fulfill three basic needs: autonomy, meaningfulness of work, and interpersonal contact. Satisfaction of these needs enhances feelings of acceptance, commitment, security, challenge, and satisfaction. In turn, these positive feelings can lead to increased innovation and performance.

Personalized Power

used for personal gain when someone has the need to be selfish and use power for their own self-centered needs not for the good of the group or organization.

Socialized Power

used to create motivation used to accomplish group goals used for the good of the organization and is often self-sacrificing.