Christian Nelson MGT 500 Final Exam

1. What is power? What is influence? Describe two of the six principles of influence. Illustrate how a manager would use these two principles of influence within the functions of the managers job. Power is considered to be the capacity to affect others into changing their behaviors or performing actions they might not otherwise perform. It is the potential or ability to control resources and influence decisions. Influence is a power to sway or affect based on attributes of prestige, wealth, ability or position. Where power evokes fear, influence evokes respect. Influence resembles power but is more subtle and indirect. In Cialdini, we learned of the six principles of influence. One of those principles of influence is Social Proof. As humans, we tend to congregate where the crowd is. The old motto safety in numbers makes us feel like if everyone is doing it, so should I. For example, were more likely to work late if others on our team are, put tips in a jar that already has cash in it and eat in a restaurant that is busy. When we are uncertain about something, this is the influential tactic we will respond to. Another influence in Cialdini is the Liking principle. Here he says that we are more willing to be influenced by people we like. We like people who are similar to us, give us compliments and people who we trust. Companies employ this tactic with sales people from within an area. Sales agents who are friends or professional acquaintances with potential customers will probably enjoy greater success when dealing with those individuals who are familiar with them and like and respect them. As a manager, I would use the Social Proof principle by building a buzz around my product or idea. I would support for my idea through those around me who are influential within the company. For selling tactics, I would encourage people to talk about it within social groups, use first-hand accounts on how great the product is and publish literature that emphasizes the positive attributes of this product. For the Liking principle, I would make sure that I am building good relationships with people both inside and outside of the company. Trust and rapport in a valuable tool that takes time and patience to develop. Every client is different so it is important to have good listening skills as well as the emotional intelligence to realize that everybody is different and reacts differently to similar situations. And the big bullet point of Liking is BE REAL! No one likes a phony and people can spot you a mile away if you are pretending to be something you are not. 2. Describe expectancy theory. Describe goal setting theory. Describe the relationship between expectancy theory and goal setting theory. Illustrate how a manager would use these two theories within the functions of a managers job. Expectancy theory proposes that an individual will decide to behave or act in a certain way based on the motivation of one behavior over another and the desired outcome of that behavior. The individual believes that every behavior is connected to a certain outcome and different levels of that behavior may be connected to different

levels of that outcome. The employee then becomes more productive once they perceive that the expectations of the desired outcome are about to be realized. Goal setting theory is based on the assumption that behavior reflects a person s goals. This persons efforts and performance is therefore based on the goals assigned or selected. In business, goal setting is necessary to achieve results that can be measured and defined on an individual basis. Every member has a role to play and is accountable for their results. There is little room for error or lack of effort. Latham states that goal-setting theory has a positive relationship between the difficulty of the goal and the level of an individuals performance. It is the expectancy of success based on difficulty of the goal that creates a negative relationship between the success and performance. Expectancy theory, on the other hand, derives its positive relationship between the individuals expectancy of success and therefore his/her performance. For a manager to use an expectancy theory model, they must first select capable workers and train them properly. They then must be able to support them and set clear goals. Next they must clarify the possible rewards for performance and those criteria which decide the rewards structure based on the performance. Finally, the manager must evaluate performance to identify needs and match rewards to the needs. In order to implement a goal-setting theory model, the manager and subordinates must jointly establish performance goals and clarify who is responsible for what. Next, subordinates must perform tasks while manager supervises, coaches, and provides support. Finally, manager and subordinates must jointly evaluate results and actively participate in performance review to identify needs and match rewards to needs. 3. Organizational culture is an important factor to consider across the functions of management. How does organizational culture play a role in human resource management? How does organizational culture play a role in planning and managing organizational change? Provide two examples for each. HR departments play an important role in setting the tone of the company. They model how the company and employee should act in order to create a positive working environment. The policies and procedures that are issues through HR filter down within the company and affect all individuals involved with the organization. Two of the main functions of HR are to select and retain the right employees for the job. The selection process starts the planning of how many employees are needed and whether the employee needs are short-term or long-term. Recruitment of employees who best fit the job or organizational criteria are pooled together and selection can now be made based on applicants knowledge, skill, ability or other characteristics that make them the right person for the job. Once you have hired the right employee, you have to retain them. Employee turnover costs businesses time and lost productivity. A few tactics organizations can employ are offering a fair and competitive benefits package, financial incentives such as raises and bonuses, and communicating to employees what is expected of them and how they can grow within the company.

Culture plays a huge role in a companys ability to successfully change the way thing are done within the organization. The longer a culture has been within a company, the harder it can be to get employees to buy in to the changes ahead. In Kotter, we read how a company can properly plan for a shift in culture so as to avoid much resistance. Creating a sense of urgency for change can motivate employees to accept and embrace change and garner support from individuals within the company. Coalitions may need to be formed to help convince people that change is necessary for the continued success, and ultimately their employment, to continue. 4. What is the great man theory of leadership? Describe how the great man theories of leadership influence our current understanding of effective leadership. The great man theory suggests that leaders are born, not made and that history can largely be explained by heroes who are highly influential people that had traits of charisma, intelligence and wisdom, or political savvy and used that influence in a way that had historical impact. This theory is considered the original leadership theory and although it has been left a little on the sidelines, it has been the theory that many others have been built upon. Throughout history you can look at individuals in positions of power and see that in some instances these have been obtained through social status and/or birthright. Individuals of a lesser status do not seem to have them same opportunities to develop social or leadership skills and in this regard enforces this theory that leadership is inherent. Within more modern times, opportunities have become more accessible and therefore the great man theory has evolved into other theories of leadership. 5. Describe Kotters 8-step process of change management. Provide examples to illustrate your understanding of the process. Change can be scary and individuals within an organization may be reluctant to embrace the change necessary for the company to be successful. Kotters eight step process of change management can help people understand why change is necessary and keep help them motivated during that process. The eight steps include: Urgency-identify threats and opportunities and how they could affect companys future. Creating Coalition-to assist in convincing people that change is necessary. Develop mission- a clear vision can help people understand why company is changing. Communicate-talk often and honestly about the vision so people dont lose focus. Empower employees-to take action in order to remove obstacles/barriers (structural, skills, systems, and supervisors). Generate short-term wins-nothing motivates a team more than success through sure-fire projects with least resistance. Consolidate change- dont declare victory too early. Real change takes time so build on successes along the way to goal.

Anchor change into culture-make changes part of the way things are done (culture) and continue to discuss progress. 6. Recommend practices organizations can use to retain effective employees. How and why would these practices improve employee retention? Provide an example. Retention practices should involve tools that reduce turnover within the workplace by retaining competent and high-performing employees. Low turnover can also help the company reduce added expenses through eliminating additional hiring and training and can also help raise productivity in a workplace that is staffed by happy and content employees. Organizations can build a low turnover workplace by focusing on fundamentals of recruitment & selection, training & development, and compensation & rewards. Effective performance management can help direct and motivate employees by defining clear performance goals through performance appraisals and feedback, thereby, maximizing efforts through linking rewards and/or consequences to results. In the past, raises and bonuses were the common means of keeping employees happy. Today, employers are finding additional methods of creating compensation and rewards programs through examples of tuition reimbursement, wellness programs and internal promotions. Some of these types of compensation packages rely more on the intrinsic nature of employee satisfaction which brings additional value to the workplace.

REFERENCES Montag, T. (2013) Module 4 Lecture 5: Power. Montag, T. (2013) Module 4 Lecture 6: Influence. Cialdini, Robert B. Influence: Science and Practice. 5th ed. Boston: Pearson Education, Inc., 2009. 97-172. Print. Montag, T. (2013) Module 4 Lecture 7: Expectancy Theory. Montag, T. (2013) Module 4 Lecture 8: Goal-Setting Theory. Latham, Gary P. Work Motivation: History, Theory, Research, and Practice. 2nd ed. Thousand Oaks: SAGE Publications, Inc., 2012. 66. Print. Montag, T. (2013) Module 5 Lecture 2: HRM-Selecting the Right Employees. Montag, T. (2013) Module 5 Lecture 3: HRM-Retaining the Right Employees. Montag, T. (2013) Module 5 Lecture 4: Planning for Organizational Change. Kotter, John P. Leading Change. Boston: Harvard Business Review Press, 2012. Print Montag, T. (2013) Module 4 Lecture 2: Trait Approach to Leadership.