...Nine 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 superiors.6 first five influence tactics—rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals—soft tactics Exchange, coalition, pressure, and legitimating tactics accordingly are called hard tactics because they involve more overt pressure. 3 Influence Outcomes * 1. Commitment. Your friend enthusiastically agrees and will demonstrate initiative and persistence while completing the assignment. * 2. Compliance. Your friend grudgingly complies and will need prodding to satisfy minimum requirements. * 3...
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...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...
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...1. | How can a manager build employee trust? Choose 1 answer | | A. | | Identify only very general job skill changes | B. | | Provide specific job loss and change information | C. | | Provide employees information on industry growth potential from innovation | D. | | Identify and be negative about the change with employees | E. | | Provide very general change information | | 2. | A change vision must be developed and clearly conveyed to all members of the firm. What aspect of the change vision should management communicate to employees? Choose 1 answer | | A. | | Nonsupportive management views | B. | | How the employees will be affected by the change | C. | | A summary of major rumors regarding the change | D. | | Vague images of the proposed organizational structure | | 3. | What are the four types of strategic change? Choose 1 answer | | A. | | Cost cutting, process, structural, social | B. | | Cost cutting, process, capital, structural | C. | | Structural, cost cutting, process, cultural | D. | | Capital, process, cost cutting, cultural | | 4. | What level of political action has broad long-term strategic impact? Choose 1 answer | | A. | | Network | B. | | Department | C. | | Coalition | D. | | Individual | | 5. | Surprise and fear of the unknown are reasons people resist change. How might this reaction manifest itself through employee behavior? Choose 1...
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...Obc1 Preassessment 1. | How can a manager build employee trust? Choose 1 answer | | A. | | Identify only very general job skill changes | B. | | Provide specific job loss and change information | C. | | Provide employees information on industry growth potential from innovation | D. | | Identify and be negative about the change with employees | E. | | Provide very general change information | | 2. | A change vision must be developed and clearly conveyed to all members of the firm. What aspect of the change vision should management communicate to employees? Choose 1 answer | | A. | | Nonsupportive management views | B. | | How the employees will be affected by the change | C. | | A summary of major rumors regarding the change | D. | | Vague images of the proposed organizational structure | | 3. | What are the four types of strategic change? Choose 1 answer | | A. | | Cost cutting, process, structural, social | B. | | Cost cutting, process, capital, structural | C. | | Structural, cost cutting, process, cultural | D. | | Capital, process, cost cutting, cultural | | 4. | What level of political action has broad long-term strategic impact? Choose 1 answer | | A. | | Network | B. | | Department | C. | | Coalition | D. | | Individual | | 5. | Surprise and fear of the unknown are reasons people resist change. How might this reaction manifest itself through employee behavior...
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