Final review MGMT 3101.docx - Final review Chapter 13 Nine...

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Final review 05/01/2015 ° Chapter 13 ° Nine Generic Influence Tactics ° --Rational persuasion ° --Inspiration appeals ° --Consultation ° --Ingratiation ° --Personal appeal ° --Exchange ° --Coalition tactics ° --Pressure ° --Legitimating tactics ° ° How to do a better job of influencing and persuading others ° --Liking ° --Reciprocity 互惠主义 ° --Social proof (role model) ° --Consistency (personally committed to do) ° --Authority ° --Scarcity (special opportunity and privileged information) °
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° Five bass of power: 1. Reward power (pay-for-performance plan and positive reinforcement practices) 2. Coercive power (threat of punishment) 3. Legitimate power (positively or negatively) 4. Expert power (valued knowledge or info) 5. Referent power (one’s personal characteristics become reason for compliance) Practical lesson for research 1. Expert and referent power had a generally positive effect 2. Reward and legitimate had a slightly positive effect 3. Coercive power had a slightly negative effect Empowering Leadership (sharing power with employee) 1. Communicate the significance of employee jobs 2. Provide decision-making autonomy 3. Express confidence in employee performance capabilities 4. Remove barriers to performance Definition and Domain of Organizational Politics 1. Organizational politics are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by the organization Political Behavior is triggered by uncertainty:
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1) Unclear objectives 2) Vague performance measures 3) Ill-defined decision processes 4) Strong individual or group competition 5) Any type of change Three level of political action --Network Level (general self-interest) --Coalition Level (specific issue) --Individual Level (self-interest) Good impression : job-focused, self-focused, supervisor-focused, gesture Bad impression
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