What makes good employees quit?” “Unhappiness with management” was the number one response category (35%), followed by “Limited opportunities for advancement” (33%) and “Lack of recognition”

mutuality of interest involves win–win situations in which one’s self-interest is served by cooperating actively and creatively with potential adversaries.

• 9 generic influence tactics: 1. Rational persuasion. Trying to convince someone with reason, logic, or facts.
• 2. Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.
• 3. Consultation. Getting others to participate in planning, making decisions, and changes.
• 4. Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery.
• 5. Personal appeals. Referring to friendship and loyalty when making a request.
• 6. Exchange. Making express or implied promises and trading favors.
• 7. Coalition tactics. Getting others to support your effort to persuade someone.
• 8. Pressure. Demanding compliance or using intimidation or threats.
• 9. Legitimating tactics. Basing a request on one’s authority or right, organizational rules or policies, or express or implied support from
• , social power is defined as “the ability to marshal the human, informational, and material resources to get something done.”22
•
• Two dimensions of power that deserve our attention are (1) socialized versus personalized power and (2) the five bases of power.

5 bases of power:
Reward power. A manager has reward power to the extent that he or she obtains compliance by promising or granting rewards. On-the-job behavior shaping, for example, relies heavily on reward power.

Coercive power. Threats of punishment and actual punishment give an individual coercive power. For instance, consider this heavy-handed tactic by Wolfgang Bernhard, a Volkswagen executive: “A ruthless cost-cutter, Bernard, 46, has a favorite technique: He routinely locks staffers in meeting rooms, then refuses to open the doors until they’ve stripped $1,500 in costs from a future model.”31 Bathroom break, anyone?

Legitimate power. This base of power is anchored to one’s formal position or authority. Thus, individuals who obtain compliance primarily because of their formal authority to make decisions have legitimate power. Legitimate power may express itself in either a positive or negative manner in managing people. Positive legitimate power focuses constructively on job performance. Negative legitimate power tends to be threatening and demeaning to those being influenced. Its main purpose is to build the power holder’s ego. Importantly, there is growing concern today about the limits of managers’ legitimate power relative to privacy rights and off-the-job behavior

Expert power. Valued knowledge or information gives an individual expert power over those who need such knowledge or information. The power of supervisors is enhanced because they know about work schedules and assignments before their employees do. Skillful use of expert power played a key role in the effectiveness of team leaders in a study of three physician medical diagnosis teams.33 Knowledge is power in today’s high-tech workplaces.

Referent power. Also called charisma, referent power comes into play when one’s personality becomes the reason for compliance. Role models have referent power over those who identify closely with them.

he glass ceiling, a metaphor for the barriers women face in climbing the corporate ladder to management and executive positions, is about power and access to power

• Expert and referent power had a generally positive impact.
• • Reward and legitimate power had a slightly positive impact.
• • Coercive power had a slightly negative impact.

Reward, coercive, and negative legitimate power tend to produce compliance (and sometimes, resistance). On the other hand, positive legitimate power, expert power, and referent power tend to foster commitment. Once again, commitment is superior to compliance because it is driven by internal or intrinsic motivation. Employees who merely comply require frequent “jolts” of power from the boss to keep them headed in a productive direction. Committed employees tend to be self-starters who do not require close supervision—a key success factor in today’s flatter, team-oriented organizations.

Empowerment
Sharing varying degrees of power with lower-level employees to tap their full potential.

Importantly, the exercise of social power in organizations is not necessarily a downward proposition. Employees can and do exercise power upward and laterally

Socialized power: directed at helping others
Personalized power: directed at helping ones self

Identify Key Factors associated with communicating change vision

Communicating change vision requires management to use every possible channel and opportunity to talk about and reinforce the vision and required new behaviors. This would include using word of mouth, e-mails, company memos, group meetings and any other communication channel that is at the manager’s disposal.

Identify the skills required and the process for developing a change vision.

The skills needed to develop change vision are good communication, management, and vision skills. Managers also need to be trustworthy in order to lead employees through the change.

The process needed for developing a change vision is as follows.

I. Establish a sense of urgency this requires management to study the current marketplace and also to identify threats and opportunities and being honest about them.

II. Creating a guiding coalition which means to put together a team with enough power to lead the change.

III. Developing a vision and strategy is another step. By doing this it will give the change effort direction.

IV. Communicating the change vision is very important. Managers must have good communication skills in order for the change vision to be understood.

V. Empowering broad-based action is another step. This means getting rid of all obstacles to success and encouraging risk taking and experimentation. This also entails the action of empowering people through knowledge, information, and rewards.

VI. Generating short term wins. Managers need to plan for and create small victories so that employees can see that progress is being made.

VII. Consolidate gains and produce more change is when managers keep changing things in ways that support the vision.

VIII. The last step is to anchor new approaches in the culture. This means that managers should highlight positive results communicate the connections between the new behaviors and the improved results; and keep developing new leaders and agents.

Endings refer to a separation from the past – in this phase the employee has to make for example sacrifices; break with well-known routines, may need to learn new knowledge and skills, lose friends and changes in social relationships, or is required to give up power and control. It is also in this phase where employees may resist the change and want to maintain the status quo .
Helping employees through the ending phase . . . • • • • • • • Raise awareness of upcoming changes and clearly articulate the need for change. Help employees to make sense of the change. Plan for the skills and knowledge they may need. Provide clear milestones of the change journey – draw a change map so that everyone clearly understands the way forward. Be honest about the possible challenges expected but also emphasize the potential opportunities. Create peer support networks. Use rituals and ceremonies to help employees to break with the past.. Communicate, communicate and communicate. Tell employees what is going to stay the same. Create forums where employees can voice their concerns. Change organizational cultural artefacts, for example, symbols used in the organization. Celebrate individual differences and acknowledge that not everyone is going to change at the same pace

In the neutral zone the individual is not fully engaged with the future and is still trying to make sense of the change. This in-between state brings its own challenges but also creates new opportunities. In this phase employees are accepting that changes are going to take place but may experience emotions such as bewilderment, anxiety and anger. Bridges (2003, p. 38) explains the neutral zone as follows ‘. . . it is the journey from one identity to another, and this takes time’. This highlights three important elements: (1) change is about a personal experience, (2) it influences how people view themselves, that is, their identity and (3) it takes time for any successful change to occur. Helping employees through the neutral zone . . . • • Provide development opportunities for employees to learn required the knowledge and skills. Continue to help employees to make sense of the change as well as their role in the change – use creative methods that will aid in the sense making process. Reflective exercises, role-plays and Socratic dialogue serve as examples in this regard. Allow employees to experiment with new behaviours and allow mistakes. Use development tools such as coaching and mentoring to assist employees in moving to the new beginnings phase. Understand that the process is going to take time. Use visualisation exercises to help the employees to visualize a clear picture of what the future will look like and how they fit into that future. Address the mind as well as the heart in all communications. Help employees to identify new opportunities

Understanding the Five Types of Change All change is not the same. Here is a description of the five types of change that we typically experience: 1. 2. 3. 4. 5. Evolutionary change: slow and incremental Developmental change: improving something to make it better Transitional change: change that requires something new and different Sweeping or dramatic change: immediate change, often imposed on us Transformational change: a complete alteration, conversion, or renovation The following are examples of each type of change: Evolutionary: Developmental: Phasing out a product line Developing a relationship Initiating a fitness program Improving a work process Mastering a skill Remodeling a house Introducing a new computer system Moving to a new job Caring for an aging parent Mandated regulatory change Becoming a parent Laying off/terminating employees Mergers or acquisitions Career change Moving to a new culture Transitional: Drastic or sweeping: Transformational: mergers or acquisitions; career change; moving to a new culture Management by objectives is a management system that incorporates participation into decision making, goal setting, and objective feedback

Benchmarking is used when an organization wants to compare its performance or internal work processes to those of other organizations (external benchmarking) or to other internal units, branches, departments, or divisions within the organization (internal benchmarking).
People with a high learning goal orientation view skills as malleable. They make efforts not only to achieve current tasks but also to develop the ability to accomplish future tasks. People with a high performance-prove goal orientation tend to focus on performance and try to demonstrate their ability by looking better than others. People with a high performance-avoid goal orientation also focus on performance, but this focus is grounded in trying to avoid negative outcomes
The concept of 360-degree feedback involves letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers. Even outsiders may be involved in what is sometimes called full-circle feedback
Financial, material, and social rewards qualify as extrinsic rewards because they come from the environment. Psychic rewards, however, are intrinsic rewards because they are self-granted. An employee who works to obtain extrinsic rewards, such as money or praise, is said to be extrinsically motivated. One who derives pleasure from the task itself or experiences a sense of competence or self- determination is said to be intrinsically motivated. The relative importance of extrinsic and intrinsic rewards is a matter of culture and personal tastes.
• Performance: results. Tangible outcomes such as individual, group, or organization performance; quantity and quality of performance.
• • Performance: actions and behaviors. Such as teamwork, cooperation, risk taking, creativity.
• • Nonperformance considerations. Customary or contractual, where the type of job, nature of the work, equity, tenure, level in hierarchy, and so forth are rewarded.

Despite huge investments of time and money for monetary and nonmonetary compensation, the desired motivational impact often is not achieved. A management consultant/writer offers these eight reasons:
• 1. Too much emphasis on monetary rewards.
• 2. Rewards lack an “appreciation effect.”
• 3. Extensive benefits become entitlements.
• 4. Counterproductive behavior is rewarded. (For example, “a pizza delivery company focused its rewards on the on-time performance of its drivers, only to discover that it was inadvertently rewarding reckless driving.”65)
• 5. Too long a delay between performance and rewards.
• 6. Too many one-size-fits-all rewards.
• 7. Use of one-shot rewards with a short-lived motivational impact.
• 8. Continued use of demotivating practices such as layoffs, across-the-board raises and cuts, and excessive executive compensation

• Build pay-for-performance plans around participative structures such as suggestion systems or problem-solving teams.
• • Reward teamwork and cooperation whenever possible.
• • Actively sell the plan to supervisors and middle managers who may view employee participation as a threat to their traditional notion of authority.
• • If annual cash bonuses are granted, pay them in a lump sum to maximize their motivational impact.
• • Selectively use c