INFLUENCING
Definition:
The process of affecting / changing others
Inspirational Appeals
Consultation
Legitimization Coalitions
9 Influencing Tactics
Exchange
Source: Adapted from J. French and B.H. Raven. 1959. The Bases of Social Power. In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social
1. Rational Persuation
Presenting the facts and logical arguments
course of action.
Most accepted methods of influencing
Example:
Teacher advise student work hard to get
the better result by telling the outcome with better score in SPM. Unfortunately, not all people think with logic all the time.
2. Inspirational Appeals
Leader set up their vision for future success and by doing so, not only gains support, but also sparks
enthusiasm for major changes. Modeling behavior and setting an example for others to follow. Example: Launching of Rakyat 1 Malaysia by Prime minister.
3. Consultation
Examining the problem and working with the
influence toward a solution It works when someone provides input, they become more committed to the initiative. They feel involved and are more motivated to take action. Example:
Headmaster need your support and assistance or
4. Ingratiation
Get you in a good mood before asking you for
something Example: Teacher praise student hardworking before giving home work.
5. Personal Appeals
Appeals to your feelings of loyalty and
friendship. Example: Teacher treat student as friends in process of influencing their behavior.
6. Exchange
Exchanging by giving something of value
7. Coalitions
Get someone else to persuade you to comply
8. Legitimating
Claims to have the authority to
get you to do something Verifying its in the policy manual, rules or practices and traditions
9. Pressure
Use demands threats or
persistent reminders
WHAT IS POWER?
2 Sources of Power
Position Personal
Derived from top management
Derived from the follower based on leaders behavior
12
Reward Power
Coercive Power
TYPE OF POWER
Referent Power
Resource Power
Expert Power
Legitimate Power
Comes from appointed/elected
Reward Power
Control of things
valued by followers Based on exchange relationship The power of give or with hold rewards, such as bonuses, promotion, salary increasing, recommandation.
Coercive Power
Is based on fear Bases its effectiveness on the
ability to administer punishment or give negative reinforcements A leader using often resorts to punishment, reprimands or dismissal. It is also called the pressure influencing tactic.
Referent Power
An admiration of a leader,
which usually produces influence and acceptance by subordinates (French & Raven, 1959 ). Referent power acts a little like role model power. It depends on respecting, liking and holding another individual in high esteem. It usually develops over a long period of time.
desired by others. Information power involves access to vital information and control over its distribution to other. Distortion of information includes selective editing to promote only your position, giving a biased interpretation of data and even presenting false information.
Connection Power
Is based on the leaders
connections with influential or important persons inside or outside the organization. A leader who demonstrates connection power induces cooperation from others because they wish to gain favour or avoid the disfavour.
Expert Power
Is based on the leaders possession of expertise, skill and knowledge, which
through respect, influences others. A leader with expert power is seen as possessing the expertise to improve the work behaviour for others.
POLITICS
RELATIONSHIP
relationship
POWER
POLITIC S
To increase power
INTERPRETATION
Process
More political
In larger organization
POLITICS
Affects
behavior decision
Vary
From organization to organization
System
POLITICS
Building relationship
Help meet objectives
Accomplish
Personal goal Proffesional goal
ANALOGY
MONEY
Medium of EXCHANGED
POLITIC S
In economy
In organization
Political behavior
Tangible currency
NETWORKING
RECIPROCITY
COALITIONS
NETWORKING
RECIPROCITY
COALITIONS
NETWORKING
Developing relationship
Activities
Traditional management
communication
Human resource management networking
politicking
Successful Managers
RECIPROCITY
Creating obligations
Developing alliances
Reciprocity
COALITIONS
*INFLUENCING tactics in political behavior *Each party HELP EACH OTHERS to achieves objectives *Developed for ACHIEVING SPESIFIC OBJECTIVE *Getting a person whose support you need to JOIN your coalition rather than compete
Learn the organizational culture & power players Develop good working relationships, especially with the manager Be a loyal, honest team player Gain recognition
NETWORKING
ON THE JOB
Questions to stimulate conversation - ask a question to encourage two-way communication. The question will vary depending on the person and your goal or the reason you are using the one-minute self-sell. Write and Practice - write out your one-minute self-sell. Be sure to clearly separate your history, plans, and question and customize your question based on the contact with whom you are talking. Practice delivering it with family and friends and get feedback to improve it.
Establish rapport
Conducting Interviews
- provide a brief introduction and thank the contact for his or her time. Clearly state the purpose of the meeting, be clear thah you are not asking for a job. Dont start selling yourself, project an interest in the other person.
if the person has already heard it, say it again. This enables you to quickly summarize your background and career direction.
Ask your contacts how you might help them - offer a copy of a recent journal article or any additional information that come up in your conversation. Remember, its all about building relationships, and making yourself a resource for other people
NEGOTIATION ( Perundingan )
Kamus Dewan: perhitungan, perkiraan, pertimbangan dan perbicaraan (perkiraan) yang sungguhsungguh lagi mendalam tentang sesuatu hal.
Kamus Oxford Advanced Learners Dictionary: discuss aimed at reaching an agreement
Definisi (Khusus)
Bussmann & Muller (1992) : the communication process of a group of agents in order to reach a mutually accepted agreement on some matter.'' Lewicki, Saunders, dan Minton (1997): Suatu proses formal yang berlaku apabila dua pihak cuba mencari penyelesaian dalam konflik yang rumit.
Definisi (Umum)
Perundingan merupakan aplikasi strategi dan taktik untuk mengendalikan konflik secara produktif
Proses Perundingan ( NEGOTIATIONS ) Tidak Setuju (DISAGREEMENT) Penangguhan ( POSTPONEMENT ) Setuju (AGREEMENT)
Penangguhan ( POSTPONEMENT )
When you are getting what you want you may try to create urgency
When other party is creating urgency dont be pressure into making a deal If you do want to postponed give a specific time you will be back
Setuju (AGREEMENT)
Both sides should feel good about the agreement Get it in writing Quit selling Start work on a personal relationship
(AGREE)
Penangguhan
( POSTPONEMENT )
In the future can create better prospect and develop new strategy