Chapter 15,8,9,6 management review

Chapter 15,8,9,6 management review - Chapter 15: 9 generic...

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Chapter 15: 9 generic influence tactics: Rational Persuasion – trying to convince someone with reason, logic, or facts Inspirational Appeals – trying to build enthusiasm by appealing to other emotions, ideals, or values. Consultation – getting others to participate in planning, making decisions, and changes Ingratiation – getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery. Personal Appeals – Referring to friendship and loyalty when making a request Exchange – making express or implied promises and trading favors Coalition Tactics – getting others to support your effort to persuade someone Pressure – demanding compliance or using intimidation or threats Legitimating Tactics – basing a request on one’s authority or right, organizational rules or policies, or express or implied support from superiors. These approaches = Generic influence tactics First 5 tactics = soft tactics Last 4 tactics = hard tactics 3 possible influence outcomes Commitment Compliance Resistance All 3 are possible outcomes when asking a friend an “exchange tactic” Liking Reciprocity Social proof Consistency Authority Scarcity When used collectively, these six steps can help you persuade and influence others French and Raven’s five bases of power Reward power – obtaining compliance with promised rewards o example = on-the-job behavior shipping Coercive power – obtaining compliance through threatened or actual punishment Legitimate power – obtaining compliance through formal authority o Builds power holder’s ego Expert power – obtaining compliance through one’s knowledge or information Referent power – obtaining compliance through charisma or personal attraction Empowerment – sharing varying degrees of power with lower level employees to tap their full potential. Figure 15-2 on pg 487 discusses evolution of power Delegation – granting decision-making authority to people at lower levels Barriers to delegation: Belief in the fallacy “If you want it done right do it yourself” Lack of confidence and trust in lower-level employees Low self confidence Fear of being called lazy Vague job definition Fear of competition from those below Reluctance to take the 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
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Political maneuvering is triggered by uncertainty Five common sources of uncertainty: Unclear objectives Vague performance measures Ill-defined decision processes Strong individual or group competition
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This note was uploaded on 03/23/2008 for the course MAN 336 taught by Professor Edwards during the Spring '08 term at University of Texas at Austin.

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Chapter 15,8,9,6 management review - Chapter 15: 9 generic...

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