The document discusses two weaknesses of a manager at a boba milk tea house based on an interview. The weaknesses are a lack of power and low change orientation. For the lack of power weakness, the manager is described as easygoing and kind, but this causes employees to see her as a friend rather than a manager, reducing her authority. For the low change orientation weakness, the manager admits to having low self-confidence and discomfort with changes at work. The document provides guidelines for analyzing these weaknesses, including using academic citations.

1. This weakness is just one part of the paper.
For example, my part is Negative aspects- Weakness. Lack of
power. You need to talk about the interview material (The
manager(kendy) is an easy going people. She had good
relationship with all the employees. All the employees think she
is the best manager ever. Because she is very kind to them,
always smile, usually she will not force her employees to do the
task that they do not want to do. We think, although she is a
nice lady. But she is lack of power in her job. Because she is
being nice to everybody, that the employee think they are
friends, she loses her power in her position). And then, find one
academic citation relate to lack of power. And talk about that.
For example, according to “jack’s article” (use your own wards)
we know that lack of power is bad for the business. And relate
that with our manager.
Change orientation part interview material is (Our manager said
sometimes she does not have many self- confidences. So she is
not open to changes. She likes everything that she is used to it.
Any changes in the job will makes her feel uncomfortable. She
said I will happy to make changes only when things that makes
me unhappy. We think she is good at her position. But lack of
confidences is not good for the company. Sometimes it is good
to make changes for the company). And then, find one academic
citation relate to Change orientation (use your own wards).
Manger’s name is kendy.
Two weaknesses of the manager’s skill sets- based on literature
(one academic citation each). Two academic citation for the
weakness part. Scholarly and professional journals. References
should be presented using APA style, both within the text and
the reference section.
APA format: https://owl.english.purdue.edu/owl/resource/560/1/

2. We interviewed a manager from the Boba milk tea house.
Weakness:
1. Lack of power. The manager is an easy going people. She had
good relationship with all the employees. All the employees
think she is the best manager ever. Because she is very kind to
them, always smile, usually she will not force her employees to
do the task that they do not want to do. We think, although she
is a nice lady. But she is lack of power in her job. Because she
is being nice to everybody, that the employee think they are
friends, she loses her power in her position. After these, you
need one academic citation relate to lack of power. Use your
own words. The professor does no allow any quotation.
2. Change orientation. Our manager said sometimes she does
not have many self- confidences. So she is not open to changes.
She likes everything that she is used to it. Any changes in the
job will makes her feel uncomfortable. She said I will happy to
make changes only when things that makes me unhappy. We
think she is good at her position. But lack of confidences is not
good for the company. Sometimes it is good to make changes
for the company. After these, you need one academic citation
relate to change orientation. Use your own words. The professor
does no allow any quotation.
Change Orientation Tolerance of Ambiguity: The extent to
which individuals are comfortable coping with unclear
situations.

3. Power: The capacity to influence behavior
The effective use of power and politics is a critical managerial
skill.A manager’s power comes from helping others accomplish
their tasks.This usually requires political clout.
*
A Positive View of PowerPower can lead to great goodIt is the
means through which managers accomplish workIt is the lack of
power that can lead to unhappiness
*
A Negative View of Power: Derail Manager’s
CareersInsensitive to othersCold, aloof, and arrogantBetraying
others trustUnable to delegate to others or to build a
teamOverly dependent on others
*

4. Personal Power
Insert figure 5.1
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Current TrendsOrganizations are now flatterTechnology has
helped decentralized the flow of informationOrganizational
boundaries have become blurredIncrease in smaller firms
5-*
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These trends have contributed to the use of empowerment,
where power is based on managers’abilities to perform, not
their formal position.
5-*
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Sources of Personal PowerExpertisePersonal
AttractionEffortLegitimacy

5. *
Characteristics of Likable People
We like people when we have a reason to believe they
will:Support an open, honest, and loyal relationshipFoster
intimacy by being emotionally accessibleProvide unconditional,
positive regard and acceptanceEndure some sacrifices if the
relationship should demand themProvide social reinforcement in
the form of sympathy or empathyEngage in the social exchanges
necessary to sustain a relationship
5-*
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Sources of Position
PowerCentralityFlexibilityVisibilityRelevance
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Transforming Power into InfluencePower is a necessary
precondition of influenceInfluential people have power, but not
all powerful people have influence
5-*

6. *
Influence strategies: The Three R’s ModelRetribution: Force
others to do what you say (coercion & intimidation)Reciprocity:
Help other want to do what you say (bargaining &
ingratiation)Reason: Show others that it makes sense to do what
you say (facts & appeal to values)
5-*
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When to Use RetributionUnequal power (in influencer’s
favor)Commitment and quality not importantTight time
constraintsSerious violationsSpecific, unambiguous
requestsResistance to request is likely
E.g., Crimson Tide
*
When to Use ReciprocityParties are mutually dependentEach
party has valued resourcesAdequate time for
negotiatingEstablished exchange norms existCommitment to
goals not criticalNeeds are specific and short-term
E.g., Robert Cialdini on Reciprocity

7. *
When to Use ReasonAdequate time for extensive
discussionCommon goalsParties share mutual respectParties
share ongoing relationship
E.g., In Good Company
*
Neutralizing Retribution StrategiesUse countervailing power to
shift dependence to interdependenceConfront the exploiting
individual directlyActively resist
E.g., You need to stay late because I’m your boss and I’m
telling you to.
*
Neutralizing Reciprocity StrategiesExamine the intent of any
gift or favor-giving activityConfront individuals who are using
manipulative bargaining tacticsRefuse to bargain with
individuals who use high-pressure tactics

8. E.g., You need to stay late because I did you that favor last
week.
*
Neutralizing Reason StrategiesExplain the adverse effects of
compliance on performance (contrary logic)Defend your
personal rightsFirmly refuse to comply with the request
E.g., You need to stay late because we need your expertise and
our company values hard work.
*
Model of Influence and Power
Insert Figure 5-2
5-*
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SummaryEnhance personal power by improving your expertise,
personal attraction, effort and legitimacyIncrease position
power by improving your centrality, flexibility, visibility, and

9. relevanceUse reason, reciprocity, and retribution strategies
appropriately and, when necessary, neutralize their use upon
youLearn to sell issues to your superiors
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