This document contains a chapter from a leadership textbook on influencing, power, politics, networking, and negotiation. It discusses the different types of power, influencing tactics, political behaviors, the networking process, and steps in negotiation. The chapter outlines key concepts and terms, provides examples, and includes discussion questions at the end.
This document discusses influencing others through power, politics, networking and negotiation. It defines influencing as affecting others' attitudes and behavior to achieve an objective. There are two main sources of power - position power which comes from one's formal role, and personal power which comes from qualities like expertise. The document outlines different types of power such as reward, coercive, referent and expert power. It also discusses political behaviors like reciprocity and coalition building. The importance of networking for career advancement and job searching is emphasized. Effective negotiation strategies like planning, listening and avoiding making the first offer are presented.
power. politics, networking and negotiationFaixa Majid
This document provides an overview of Chapter 4 from a course on influencing: power, politics, networking, and negotiation. The chapter covers the differences between position power and personal power, the various bases of social power, how power and politics are related, the steps in the networking and negotiation processes, and key terms. It also includes case studies on organizational politics and power in decision making, the importance of networking for career success, and how poor execution can undermine an otherwise good negotiation strategy.
The chapter discusses the importance of strategy and planning in negotiation. It outlines several key steps:
1. Determining clear goals and objectives is the first step, as this drives the negotiation strategy.
2. The strategy should consider both unilateral and bilateral approaches, taking into account the other party's goals and strategy.
3. Effective planning involves defining issues, interests, limits, targets, constituents and analyzing the other party. This prepares one to engage the other party and implement the chosen strategy. Thorough planning is critical to negotiation success.
This chapter discusses negotiation strategy and planning. It emphasizes that determining clear goals is the first step in developing an effective negotiation strategy. Goals directly and indirectly impact the strategy chosen. The chapter outlines different strategic approaches like unilateral, bilateral, competition, collaboration, and accommodation based on the Dual Concerns Model. Effective planning is key to implementing the chosen strategy and involves defining issues, interests, limits, targets, constituents, analyzing the other party, and protocol. Overall preparation and planning is presented as the most important activity for negotiation.
This document discusses concepts related to influencing others including power, politics, networking, and negotiation. It addresses:
- The different sources of power including position power and personal power.
- Seven types of power: expert, referent, reward, legitimate, coercive, information, and connection.
- Common political behaviors like developing relationships, exchanging favors, and forming coalitions.
- The networking process including self-assessment, developing contacts, and maintaining relationships.
- The negotiation process involving planning, negotiations, reaching or postponing agreement.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
Converting research into advocacy from Ilm Ideas on Slide Shareilmideas
This document provides an overview of a workshop on converting research into advocacy. It includes information on advocacy strategies and formats, case studies, and exercises. Research tools used by grantees are summarized, including interviews, focus groups, and surveys. Key skills for using research for advocacy are identified, such as analyzing situations, identifying targets, and developing advocacy plans. Organizational capacity for research and advocacy is assessed. The purpose and definitions of advocacy are outlined. Steps for advocacy strategy formulation are presented, including selecting issues and understanding stakeholders. The document provides examples of advocacy at different levels from village to national.
This document discusses influencing others through power, politics, networking and negotiation. It defines influencing as affecting others' attitudes and behavior to achieve an objective. There are two main sources of power - position power which comes from one's formal role, and personal power which comes from qualities like expertise. The document outlines different types of power such as reward, coercive, referent and expert power. It also discusses political behaviors like reciprocity and coalition building. The importance of networking for career advancement and job searching is emphasized. Effective negotiation strategies like planning, listening and avoiding making the first offer are presented.
power. politics, networking and negotiationFaixa Majid
This document provides an overview of Chapter 4 from a course on influencing: power, politics, networking, and negotiation. The chapter covers the differences between position power and personal power, the various bases of social power, how power and politics are related, the steps in the networking and negotiation processes, and key terms. It also includes case studies on organizational politics and power in decision making, the importance of networking for career success, and how poor execution can undermine an otherwise good negotiation strategy.
The chapter discusses the importance of strategy and planning in negotiation. It outlines several key steps:
1. Determining clear goals and objectives is the first step, as this drives the negotiation strategy.
2. The strategy should consider both unilateral and bilateral approaches, taking into account the other party's goals and strategy.
3. Effective planning involves defining issues, interests, limits, targets, constituents and analyzing the other party. This prepares one to engage the other party and implement the chosen strategy. Thorough planning is critical to negotiation success.
This chapter discusses negotiation strategy and planning. It emphasizes that determining clear goals is the first step in developing an effective negotiation strategy. Goals directly and indirectly impact the strategy chosen. The chapter outlines different strategic approaches like unilateral, bilateral, competition, collaboration, and accommodation based on the Dual Concerns Model. Effective planning is key to implementing the chosen strategy and involves defining issues, interests, limits, targets, constituents, analyzing the other party, and protocol. Overall preparation and planning is presented as the most important activity for negotiation.
This document discusses concepts related to influencing others including power, politics, networking, and negotiation. It addresses:
- The different sources of power including position power and personal power.
- Seven types of power: expert, referent, reward, legitimate, coercive, information, and connection.
- Common political behaviors like developing relationships, exchanging favors, and forming coalitions.
- The networking process including self-assessment, developing contacts, and maintaining relationships.
- The negotiation process involving planning, negotiations, reaching or postponing agreement.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
Converting research into advocacy from Ilm Ideas on Slide Shareilmideas
This document provides an overview of a workshop on converting research into advocacy. It includes information on advocacy strategies and formats, case studies, and exercises. Research tools used by grantees are summarized, including interviews, focus groups, and surveys. Key skills for using research for advocacy are identified, such as analyzing situations, identifying targets, and developing advocacy plans. Organizational capacity for research and advocacy is assessed. The purpose and definitions of advocacy are outlined. Steps for advocacy strategy formulation are presented, including selecting issues and understanding stakeholders. The document provides examples of advocacy at different levels from village to national.
Mentor 3 Due Today Apr 11 Power OB 13 XC 3 Due Apr.docxARIV4
Mentor 3 Due Today
Apr 11 Power OB 13 XC 3 Due
Apr 13 Organizational Culture OB 15 Team Folder Due
Apr 18 Organization Culture
Organization Structure & Change
OB 14
OB 15
Mentor 4 Due
Apr 20 Communication
OB 8
Apr 25-27 Team Presentations
Team Paper submitted
and Project
Presentations made
May 2 Managing Stress OB 7 Mentor 5 Due/XC 4
May 4 Course Wrap Up
Mentor Dinner
Team Debrief
Final Date for Late
Assignments
Attendance Required
Week of May 11 Final Exam
Section 21 – Monday 10:00 AM
Section 22 – Wednesday 12:30 PM
Exam Chapters 7, 8,
12,13,14,15,
Course Schedule
Talya Bauer and Berrin Erdogan
Chapter 13 Power
& Politics
Debate: Is using power on your team or
in an organization where you work good or
bad.
Power
Power is the ability to influence
the behavior of others to get
what you want.
Positive and Negative Consequences of Power
Positive Consequences
• Organize people
• Achieve goals
• Empowering employees to
make decisions
– Motivation
– Retention
– More Productivity
– Better Service
Negative Consequences
• Abuse
• Conformity
• Threatening others
• Errors in judgment
• Failure to listen
Bases of Power
• Power that comes from a role or
position
Legitimate
• The ability to grant a reward
Reward
Power
• The ability to take something away or
punish someone for noncompliance
Coercive
Power
• Knowledge and skills
Expert
Power
• Special access to specific information
Information
Power
• Stems from personal characteristics of
the person
Referent
Power
What is the source of power for
these jobs?
Question
Who is the most powerful person on your team?
What is the source of their power?
Videos/3. Power_ Why Some People Have It and Others Don't.mp4
Whole Foods
Videos/2. How workers spur Whole Foods innovation.flv
Power
The Relationship Between
Dependency and Power
Dependency
Scarcity
Importance
Substitutability
Positive and Negative Consequences
of Power
Conformity refers to people’s tendencies to behave
consistently with social norms.
The
Milgram
Study
The Asch
Study
The
Zimbardo
Study
Videos/1A. Milgrim.mp4
Videos/1. Asch Conformity Experiment.flv
Videos/1C. Zimbardo.mp4
Videos/1B. Zimbardo's Prison Study - YouTube.flv
The Abusive Boss/Coach
2:15
Videos/1C. Ex Rutgers Coach Mike Rice Speaks Out.mp4
Power Around the Globe: Power
Distance
High
• Brazil
• Hong Kong
• Arab Nations
• The Philippines
• Venezuela
• Spain
Low
• Australia
• The Netherlands
• Sweden
Power distance refers to
how concentrated power is
and how hierarchical a
given system might be.
Telling Your Boss
He Made A Mistake
• You are a team member that is developing an
important customer presentation that will be very
important to your company’s future. Your boss is
rehearsing the presentation which he will make. You
not ...
This document discusses culture and its dimensions relevant to work settings from an international perspective. It begins by defining culture and describing how culture is learned, shared, and influences values and behavior. It then discusses Hofstede's model of cultural dimensions, including power distance, uncertainty avoidance, individualism vs collectivism, and their effects on managerial approaches. Examples are given to illustrate how cultures differ in areas like decision making structures, risk tolerance, and rewards systems. The chapter aims to help understand how culture shapes values and behavior in international business environments.
Any decision that requires more than one person involves some level of negotiation. We all negotiate as part of our jobs, but few of us have consciously thought through negotiation strategies. At this program you’ll learn a step-by-step process for approaching any negotiation, leaving you better prepared to create outcomes that meet the interests of all parties.
Any decision that requires more than one person involves some level of negotiation. We all negotiate as part of our jobs, but few of us have consciously thought through negotiation strategies. At this program you’ll learn a step-by-step process for approaching any negotiation, leaving you better prepared to create outcomes that meet the interests of all parties.
This document discusses the policy making process. It begins by defining what a policy is, including that it guides decision making and translates vision into action. It then outlines the major steps in policy making - defining the policy issue, developing potential policy options to address it, and making a decision on the best option to implement. It emphasizes that the process should be informed by facts, include input from stakeholders, and involve public debate on alternatives. The goal is to select a policy that benefits the public while respecting individual rights.
The document discusses business politics and provides tips for navigating office politics. It aims to help readers understand politics in the workplace, build good relationships, and adopt habits to succeed despite politics. Specifically, it recommends listening without interrupting, acknowledging others' views, offering favors using one's expertise, asking questions to connect with others, focusing on one's sphere of influence, not taking sides or getting personal in conflicts, seeking first to understand others' perspectives, and thinking win-win. The overall message is that office politics is inevitable, but one can choose how to react and focus on objectives, networks, and mutual understanding.
The document discusses business politics and provides tips for navigating office politics. It aims to help readers understand politics in the workplace, build good relationships, and adopt habits to succeed despite politics. Specifically, it recommends listening without interrupting, acknowledging others' views, offering favors using one's expertise, asking questions to connect with others, focusing on one's sphere of influence, not taking sides or getting personal in conflicts, seeking first to understand others' perspectives, and thinking about win-win solutions.
This document discusses organizational politics and political behavior. It defines organizational politics as the use of power and influence in organizations, and political behavior as actions taken to influence others that are not officially sanctioned. Conditions that encourage political activity include unclear goals, autocratic decision-making, ambiguous lines of authority, scarce resources, and uncertainty. The document then discusses influence tactics such as rational persuasion, ingratiation, consultation, and inspirational appeals. It also covers political skill, managing political behavior, empowerment, and effectively using power.
The Youth Attitude Tracking Study (YATS) conducted in-depth interviews to understand the significant drop in military enlistment propensity among certain demographic groups. 120 interviews were conducted between December 1995 and June 1996 with balanced representation across race, propensity levels, and other factors. Interviews were semi-structured, audio recorded, and analyzed using grounded theory to identify themes in career decision-making and factors influencing propensity. The analysis provided insights into improving military advertising and addressing deterrents to enlistment.
Implementation at the Speed of Light: The Challenges Faced in Higher EdSalesforce.org
Presentation at Higher Ed Summit 2018 by: Michael Roe, Director of IT Enrollment Management at Western Michigan University.
Under a new Associate Provost, Western Michigan University, WMU, drove a stake into the sand. On September 29th 2016, with only a list of some 30 CRM vendors and a tenacious core project team, it set out to have a CRM selected, purchased and in place for the 2018 recruiting season. The WMU team accomplished their goals and Salesforce is up and running, communicating with prospective students, taking online applications and processing application decisions. It wasn't without it's challenges though, the technology implementation is just the tip of the iceberg. Moving to a system like Salesforce requires a major cultural shift and is often caught up in unforeseen internal politics. Cultural change isn't easy to begin with and trying to do it quickly at a 100-year-old institution makes it even harder. It takes a tenacious persistence, an unwavering commitment and the right team. The session will talk about the challenges we have faced and how they are addressed at WMU. We will discuss implementation strategies and what we would have done differently looking back, and a look into the future as we move forward.
Group Influence and Opinion Leadership
by Soloman White and Dahl
1. Reference Groups
2. Types of Reference Group Influence- Normative influence
& Comparative influence
3. Formal vs. Informal Reference Groups
4. Brand Communities
5. Membership versus Aspirational Reference Groups
6. Negative Reference Groups
7. Positive Reference Groups
8. Antibrand Communities
Dic2313 week 6 research & public opinionPhilip Gan
This document provides an overview of research techniques used in public relations. It discusses why research is important for public relations practitioners to understand audiences, pretest messages and materials, and evaluate campaign results. Both informal and formal research methods are covered. Informal methods include preliminary research techniques like analyzing records, interviews, committees and focus groups. Formal methods include surveys, content analysis, and experiments. The document emphasizes that survey research is the most commonly used formal technique in public relations. It also discusses sampling, research terms, and outsourcing research. The goal of research is to help practitioners monitor environments, identify trends, measure effectiveness and enhance future efforts.
Matthew Spruill is seeking a position that utilizes his customer service and communication skills gained through experience in law offices and a side career in stand-up comedy. He has a Juris Doctor degree and has worked in various roles within legal and social services organizations, conducting legal research, mediation, and customer outreach. In his personal time, Spruill has also developed skills in using analytics and marketing to grow his stand-up comedy audience across various social media platforms and reach over 23 countries.
This workshop document outlines an informational interviewing plan to be completed over 4 weeks, including researching companies and contacts, building a professional network, conducting informational interviews, and following up. The agenda provides details on each week's tasks, such as identifying career goals, researching companies, asking contacts for referrals, preparing for and conducting interviews, and following up after interviews. The presentation materials provide guidance on effective informational interviewing strategies and techniques.
- OD consultants play three roles - entering, contracting, and diagnosing organizations. The entering phase involves building relationships and understanding company culture while contracting establishes formal agreements. Diagnosing requires understanding organizational politics and culture.
- Organizational culture and politics significantly influence organizational development. Culture provides shared norms and meanings while politics involves self-interest that can help or hinder goals.
- Constructive politics aims to promote inclusive governance through informed decision making and representation of all groups.
This chapter discusses how personal values influence ethical choices. It covers how character, integrity and moral values are developed from influences like family, religion and role models. It also addresses how personal values can come into conflict with others and how to resolve them. Making ethical decisions involves understanding one's own values and balancing priorities while avoiding compromising integrity.
This document summarizes key concepts from Chapter 9 of the book "Leadership: Theory, Application, Skill Development" by Robert N. Lussier and Christopher F. Achua, including power, politics, influencing tactics, and negotiation. It defines influencing as affecting others' attitudes and behaviors to achieve objectives. There are three types of influencing processes: instrumental compliance, internalization, and identification. Outcomes of influence attempts can include compliance, commitment, or resistance. The document also outlines nine influencing tactics, two sources of power (position and personal), common political behaviors (networking, reciprocity, coalitions), and the steps in the negotiation process.
Mentor 3 Due Today Apr 11 Power OB 13 XC 3 Due Apr.docxARIV4
Mentor 3 Due Today
Apr 11 Power OB 13 XC 3 Due
Apr 13 Organizational Culture OB 15 Team Folder Due
Apr 18 Organization Culture
Organization Structure & Change
OB 14
OB 15
Mentor 4 Due
Apr 20 Communication
OB 8
Apr 25-27 Team Presentations
Team Paper submitted
and Project
Presentations made
May 2 Managing Stress OB 7 Mentor 5 Due/XC 4
May 4 Course Wrap Up
Mentor Dinner
Team Debrief
Final Date for Late
Assignments
Attendance Required
Week of May 11 Final Exam
Section 21 – Monday 10:00 AM
Section 22 – Wednesday 12:30 PM
Exam Chapters 7, 8,
12,13,14,15,
Course Schedule
Talya Bauer and Berrin Erdogan
Chapter 13 Power
& Politics
Debate: Is using power on your team or
in an organization where you work good or
bad.
Power
Power is the ability to influence
the behavior of others to get
what you want.
Positive and Negative Consequences of Power
Positive Consequences
• Organize people
• Achieve goals
• Empowering employees to
make decisions
– Motivation
– Retention
– More Productivity
– Better Service
Negative Consequences
• Abuse
• Conformity
• Threatening others
• Errors in judgment
• Failure to listen
Bases of Power
• Power that comes from a role or
position
Legitimate
• The ability to grant a reward
Reward
Power
• The ability to take something away or
punish someone for noncompliance
Coercive
Power
• Knowledge and skills
Expert
Power
• Special access to specific information
Information
Power
• Stems from personal characteristics of
the person
Referent
Power
What is the source of power for
these jobs?
Question
Who is the most powerful person on your team?
What is the source of their power?
Videos/3. Power_ Why Some People Have It and Others Don't.mp4
Whole Foods
Videos/2. How workers spur Whole Foods innovation.flv
Power
The Relationship Between
Dependency and Power
Dependency
Scarcity
Importance
Substitutability
Positive and Negative Consequences
of Power
Conformity refers to people’s tendencies to behave
consistently with social norms.
The
Milgram
Study
The Asch
Study
The
Zimbardo
Study
Videos/1A. Milgrim.mp4
Videos/1. Asch Conformity Experiment.flv
Videos/1C. Zimbardo.mp4
Videos/1B. Zimbardo's Prison Study - YouTube.flv
The Abusive Boss/Coach
2:15
Videos/1C. Ex Rutgers Coach Mike Rice Speaks Out.mp4
Power Around the Globe: Power
Distance
High
• Brazil
• Hong Kong
• Arab Nations
• The Philippines
• Venezuela
• Spain
Low
• Australia
• The Netherlands
• Sweden
Power distance refers to
how concentrated power is
and how hierarchical a
given system might be.
Telling Your Boss
He Made A Mistake
• You are a team member that is developing an
important customer presentation that will be very
important to your company’s future. Your boss is
rehearsing the presentation which he will make. You
not ...
This document discusses culture and its dimensions relevant to work settings from an international perspective. It begins by defining culture and describing how culture is learned, shared, and influences values and behavior. It then discusses Hofstede's model of cultural dimensions, including power distance, uncertainty avoidance, individualism vs collectivism, and their effects on managerial approaches. Examples are given to illustrate how cultures differ in areas like decision making structures, risk tolerance, and rewards systems. The chapter aims to help understand how culture shapes values and behavior in international business environments.
Any decision that requires more than one person involves some level of negotiation. We all negotiate as part of our jobs, but few of us have consciously thought through negotiation strategies. At this program you’ll learn a step-by-step process for approaching any negotiation, leaving you better prepared to create outcomes that meet the interests of all parties.
Any decision that requires more than one person involves some level of negotiation. We all negotiate as part of our jobs, but few of us have consciously thought through negotiation strategies. At this program you’ll learn a step-by-step process for approaching any negotiation, leaving you better prepared to create outcomes that meet the interests of all parties.
This document discusses the policy making process. It begins by defining what a policy is, including that it guides decision making and translates vision into action. It then outlines the major steps in policy making - defining the policy issue, developing potential policy options to address it, and making a decision on the best option to implement. It emphasizes that the process should be informed by facts, include input from stakeholders, and involve public debate on alternatives. The goal is to select a policy that benefits the public while respecting individual rights.
The document discusses business politics and provides tips for navigating office politics. It aims to help readers understand politics in the workplace, build good relationships, and adopt habits to succeed despite politics. Specifically, it recommends listening without interrupting, acknowledging others' views, offering favors using one's expertise, asking questions to connect with others, focusing on one's sphere of influence, not taking sides or getting personal in conflicts, seeking first to understand others' perspectives, and thinking win-win. The overall message is that office politics is inevitable, but one can choose how to react and focus on objectives, networks, and mutual understanding.
The document discusses business politics and provides tips for navigating office politics. It aims to help readers understand politics in the workplace, build good relationships, and adopt habits to succeed despite politics. Specifically, it recommends listening without interrupting, acknowledging others' views, offering favors using one's expertise, asking questions to connect with others, focusing on one's sphere of influence, not taking sides or getting personal in conflicts, seeking first to understand others' perspectives, and thinking about win-win solutions.
This document discusses organizational politics and political behavior. It defines organizational politics as the use of power and influence in organizations, and political behavior as actions taken to influence others that are not officially sanctioned. Conditions that encourage political activity include unclear goals, autocratic decision-making, ambiguous lines of authority, scarce resources, and uncertainty. The document then discusses influence tactics such as rational persuasion, ingratiation, consultation, and inspirational appeals. It also covers political skill, managing political behavior, empowerment, and effectively using power.
The Youth Attitude Tracking Study (YATS) conducted in-depth interviews to understand the significant drop in military enlistment propensity among certain demographic groups. 120 interviews were conducted between December 1995 and June 1996 with balanced representation across race, propensity levels, and other factors. Interviews were semi-structured, audio recorded, and analyzed using grounded theory to identify themes in career decision-making and factors influencing propensity. The analysis provided insights into improving military advertising and addressing deterrents to enlistment.
Implementation at the Speed of Light: The Challenges Faced in Higher EdSalesforce.org
Presentation at Higher Ed Summit 2018 by: Michael Roe, Director of IT Enrollment Management at Western Michigan University.
Under a new Associate Provost, Western Michigan University, WMU, drove a stake into the sand. On September 29th 2016, with only a list of some 30 CRM vendors and a tenacious core project team, it set out to have a CRM selected, purchased and in place for the 2018 recruiting season. The WMU team accomplished their goals and Salesforce is up and running, communicating with prospective students, taking online applications and processing application decisions. It wasn't without it's challenges though, the technology implementation is just the tip of the iceberg. Moving to a system like Salesforce requires a major cultural shift and is often caught up in unforeseen internal politics. Cultural change isn't easy to begin with and trying to do it quickly at a 100-year-old institution makes it even harder. It takes a tenacious persistence, an unwavering commitment and the right team. The session will talk about the challenges we have faced and how they are addressed at WMU. We will discuss implementation strategies and what we would have done differently looking back, and a look into the future as we move forward.
Group Influence and Opinion Leadership
by Soloman White and Dahl
1. Reference Groups
2. Types of Reference Group Influence- Normative influence
& Comparative influence
3. Formal vs. Informal Reference Groups
4. Brand Communities
5. Membership versus Aspirational Reference Groups
6. Negative Reference Groups
7. Positive Reference Groups
8. Antibrand Communities
Dic2313 week 6 research & public opinionPhilip Gan
This document provides an overview of research techniques used in public relations. It discusses why research is important for public relations practitioners to understand audiences, pretest messages and materials, and evaluate campaign results. Both informal and formal research methods are covered. Informal methods include preliminary research techniques like analyzing records, interviews, committees and focus groups. Formal methods include surveys, content analysis, and experiments. The document emphasizes that survey research is the most commonly used formal technique in public relations. It also discusses sampling, research terms, and outsourcing research. The goal of research is to help practitioners monitor environments, identify trends, measure effectiveness and enhance future efforts.
Matthew Spruill is seeking a position that utilizes his customer service and communication skills gained through experience in law offices and a side career in stand-up comedy. He has a Juris Doctor degree and has worked in various roles within legal and social services organizations, conducting legal research, mediation, and customer outreach. In his personal time, Spruill has also developed skills in using analytics and marketing to grow his stand-up comedy audience across various social media platforms and reach over 23 countries.
This workshop document outlines an informational interviewing plan to be completed over 4 weeks, including researching companies and contacts, building a professional network, conducting informational interviews, and following up. The agenda provides details on each week's tasks, such as identifying career goals, researching companies, asking contacts for referrals, preparing for and conducting interviews, and following up after interviews. The presentation materials provide guidance on effective informational interviewing strategies and techniques.
- OD consultants play three roles - entering, contracting, and diagnosing organizations. The entering phase involves building relationships and understanding company culture while contracting establishes formal agreements. Diagnosing requires understanding organizational politics and culture.
- Organizational culture and politics significantly influence organizational development. Culture provides shared norms and meanings while politics involves self-interest that can help or hinder goals.
- Constructive politics aims to promote inclusive governance through informed decision making and representation of all groups.
This chapter discusses how personal values influence ethical choices. It covers how character, integrity and moral values are developed from influences like family, religion and role models. It also addresses how personal values can come into conflict with others and how to resolve them. Making ethical decisions involves understanding one's own values and balancing priorities while avoiding compromising integrity.
Similar to Influencing; Politics, Negotiation and Networking.pptx (20)
This document summarizes key concepts from Chapter 9 of the book "Leadership: Theory, Application, Skill Development" by Robert N. Lussier and Christopher F. Achua, including power, politics, influencing tactics, and negotiation. It defines influencing as affecting others' attitudes and behaviors to achieve objectives. There are three types of influencing processes: instrumental compliance, internalization, and identification. Outcomes of influence attempts can include compliance, commitment, or resistance. The document also outlines nine influencing tactics, two sources of power (position and personal), common political behaviors (networking, reciprocity, coalitions), and the steps in the negotiation process.
This document summarizes different leadership styles and theories discussed in Chapter 13 of the textbook. It describes research showing leadership has primarily focused on coaches rather than administrators. Coaching now emphasizes leadership over management. Several leadership styles are presented, including autocratic, democratic, laissez-faire, and the leadership grid. Current research examines charismatic, transformational, transactional, and symbolic leaders. The Vroom-Yetton model identifies five decision-making styles. Coaching styles can vary from autocratic to more group-oriented approaches. Substitutes for leadership may eliminate the need for a leader depending on subordinate, task, and organization characteristics.
This document discusses leadership of self-managed teams. It defines self-managed teams as work groups that have had responsibilities traditionally held by management transferred to them. The teams are empowered to make operating decisions, assign work, plan schedules, acquire supplies, and handle conflicts and customers. Potential benefits of self-managed teams include stronger commitment, improved quality and efficiency, and more satisfied employees. Key factors in the success of self-managed teams are appropriate task design, compensation structure, information systems, goals, and support from top management and a strong facilitator. The document also discusses distributed leadership and the four major states of group development for teams.
This document outlines key concepts from Chapter 10 of the book "Leadership: Theory, Application, Skill Development" by Robert N. Lussier and Christopher F. Achua, including Max Weber's theory of charismatic leadership, strategies for developing charismatic qualities, the difference between personalized and socialized charismatic leaders, the four phases of transformational change, and the three stages of the change process. Learning objectives, characteristics of charismatic leaders, and models of stewardship, servant leadership, and the change process are presented.
This document provides an overview of contingency leadership theories and models. It discusses behavioral and contingency theories and several contingency models including Fiedler's contingency model, the leadership continuum model, the path-goal model, and Hersey and Blanchard's situational leadership model. These models examine how leadership style should vary based on factors like follower readiness, task structure, and environmental uncertainty. The goal of contingency theories is to match leadership style to situational factors for maximum effectiveness.
This document summarizes key topics from Chapter 11 of the book "Leadership: Theory, Application, Skill Development" by Robert N. Lussier and Christopher F. Achua, including leadership of organizational culture, diversity, and the learning organization. The chapter outlines characteristics of low-performance versus high-performance cultures, symbolic and substantive leadership actions for shaping culture, frameworks for understanding cultural differences, achieving diversity, and enhancing organizational learning. The learning objectives are to understand the power of culture, leadership's role in cultural development, and creating a learning organization that embraces diversity.
This document discusses leadership of teams and effective team performance. It covers the differences between groups and teams, types of teams, advantages and disadvantages of teamwork, the roles of team leaders and organizations in developing effective teams, practices that support team creativity and decision making, and elements of effective team meetings. The key topics covered include functional vs cross-functional vs self-managed teams, 9 roles of team leaders, 5 determinants of effective team decisions, and 3 parts of effective meetings.
This chapter discusses key concepts relating to communication, coaching, and conflict management skills for leaders. It covers models for the oral message sending and listening processes. Guidelines are provided for effective coaching through feedback, including focusing on behavior, not people and giving specific, descriptive praise. A performance formula is outlined to help employees improve. The document also examines five conflict management styles and a conflict resolution model to address issues.
This document summarizes key aspects of dyadic relationships and followership covered in Chapter 6 of the textbook "Leadership: Theory, Application, Skill Development" by Robert N. Lussier and Christopher F. Achua. It discusses dyadic theory and approaches, including vertical dyad linkage theory, leader-member exchange theory, team building, and systems and networks views. It also covers follower influencing characteristics and the five types of tasks that leaders should delegate.
The document outlines key chapters from the book "Leadership: Theory, Application, Skill Development" which discusses different leadership theories including trait theory, behavioral theories, contingency theories and integrative theories. It also defines leadership, identifies important elements and roles of leadership, and discusses different levels of analyzing leadership. The document provides an overview of the content and learning objectives covered in the book.
This document summarizes key concepts from Chapter 2 of the book "Leadership: Theory, Application, Skill Development" by Robert N. Lussier and Christopher F. Achua. It discusses leadership traits, including the Big Five personality dimensions and nine traits of effective leaders. It also covers leadership theories such as the Great Man approach, Achievement Motivation Theory, and Theories X and Y. Additionally, it examines leadership styles, reasons for executive derailment, the Pygmalion effect, and the stakeholder's approach to ethics.
The document discusses three contingency theories of leadership:
1) Situational leadership theory developed by Hersey and Blanchard focuses on follower readiness and identifies four leadership styles and four stages of follower readiness.
2) Path-goal leadership theory developed by House identifies four leadership behaviors that motivate followers by linking effort to performance and rewards.
3) Transactional leaders guide followers towards goals by clarifying tasks, while transformational leaders pay attention to follower development, inspire extra effort, and change perceptions to achieve group goals.
The document summarizes early leadership theories from three major studies:
1) The University of Iowa studies identified three leadership styles (autocratic, democratic, and laissez-faire), finding that the democratic style was most effective.
2) The Ohio State studies identified two dimensions of leader behavior: initiating structure and consideration.
3) The University of Michigan studies also identified two dimensions: employee oriented and production oriented, favoring the employee oriented style.
These early studies helped develop a two-dimensional leadership grid to evaluate styles, though it provided no evidence that the highest concern for people and production (9,9 style) is always most effective.
Team leaders have four key roles: (1) as a liaison between the team and external constituencies to represent the team, share information, and secure resources; (2) as a troubleshooter to help the team resolve problems through questioning and facilitating discussion; (3) as a conflict manager to help identify and address conflicts; and (4) as a coach to clarify expectations, provide support, and help team members improve performance. Studies on gender and leadership style show that women generally adopt a more democratic and participative leadership style focused on inclusion, while men tend to use a more directive command-and-control style relying on formal authority. However, women in male-dominated fields tend to act more autocratically due
Crazy Powermakers, Inc. had a philosophy of distributing power among employees to prevent any one person from having too much power. As a result, different employees held different types of power: Tamera held coercive power for disciplinary actions; Kayse held legitimate power for general decisions; Clay held reward power for recognizing employees; Juan held expert power for providing knowledge; and Franklin held referent power and was sought for his charisma and resources.
Carrie is described as a "leadership junkie" who has read many management texts and feels it has improved her ability to lead. She enjoys sharing her knowledge of emerging leadership issues and differences in how men and women lead with her peers.
1. When a young child emulates a professional sports star’s behavior, the star has referent power over the child.
2. The most dominant component of credibility is honesty.
3. The dimension of trust that describes reliability, predictability, and good judgment in handling situations is termed consistency.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Creative Restart 2024: Mike Martin - Finding a way around “no”Taste
Ideas that are good for business and good for the world that we live in, are what I’m passionate about.
Some ideas take a year to make, some take 8 years. I want to share two projects that best illustrate this and why it is never good to stop at “no”.
How to Setup Default Value for a Field in Odoo 17Celine George
In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Information and Communication Technology in EducationMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,