1. The precepts of the IBM training program are consistent with the concepts in this chapter because there are a lot of consensuses. There are for example power, which is according to Robbins and Judge, “a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes” (p. 420) and the power tactics, which are, according to Robbins and Judge, “ways in which individuals translate power bases into specific actions” (p. 425). There are different power tactics an individual can use by moving people into specific actions. A research has defined nine distinct influence tactics.
The most effective ones are rational persuasion, inspirational appeals and consultation. The least effective one is pressure. Furthermore, by using more than just one tactic you can increase your chance of success. Comparing these nine tactics with the precepts of IBM shows that they are pretty similar. One is for example the rational persuasion which is comparable with “presenting logical arguments and factual evidence t demonstrate a request is reasonable. ” Also consultation which is “increasing the target’s support by involving him or her in deciding how you will accomplish your plan. Then, there are also the inspirational appeals, which are comparable with “developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations. ” The last two tactics that are similar are first exchange, which is “rewarding the target with benefits or favors in exchange for following a request,” and second coalitions which is “enlisting the aid or support of others to persuade the target to agree” (p. 425 + 426). 2. Based on the chapter, there are other keys to persuasion and influence that might be added to the IBM program.
One is political behavior, which are, according to Robbins and Judge, “activities that are not required as part of a person’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization”(p. 431). This behavior includes efforts to influence decision making, which are for example goals, criteria, or processes. Again, there a various factors that influence the political behavior. These factors are individual and organizational factors. Individual factors include for example high self-monitor or high mach personality, as it is illustrated in Exhibit 13-3.
In contrast, the organizational factors include factors like reallocation of resources, role ambiguity, and democratic decision making. Combining those factors, it will lead to high political behavior which can lead to favourable outcomes such as rewards and averted punishment for both individuals and groups in an organization. With knowing this IBM could improve their communication within their organization and furthermore, they can be more efficient. 3. If I had a manager who wanted me to do something against my initial inclinations, IBM’s “make trade-offs” and “negotiate collaboratively” would work best for me.
Trade-offs are really important to have between an employer and an employee because if something is not working the way I want, because my employer wants it different than it is good to talk about it to find tradeoffs. It would also help the manager to make me more what he wants when he makes trade-offs because if my manager would offer me benefits when I am doing what is asked from me than I would do it more easily and wouldn’t care about my inclinations that much compared to when there would not be any trade-off.
Negotiations are also really important in the daily basis between an employee and a manager. If my manager wants to have something from me in a certain way that is more than I would normally do, both should know how to argue for or against certain things. So if my manager is doing a good job with negotiating me, he could probably get me to do the asked task. 4. Drawing from Chapter 5: Personality and Values, I think that generational values explain the changing nature of the employer-employee relationship because the dominant work values changed with the time.
If you take for example the boomers, who entered the workforce between 1965 and 1985 and had an approximate current age of mid-40s to mid-60s, their work values were focused on success, achievement, ambition, dislike of authority, and loyalty to career. Furthermore, their terminal values, which are according to Robbins and Judge, “desirable end-states of existence, the goals a person would like to achieve during his or her lifetime” (p. 147) are ranked high for them. If you compare the boomers now to the nexters you can see that there are differences in the work values which explain the changing nature of the employer-employee relationship.
The nexter entered the workforce at 2000 to present and have an approximate current age of under 30. Their dominant values lay, compared to the boomers, more on financial success, they are more confident and self-reliant but team-orientated, and they have loyalty to both self and relationship as it is shown in Exhibit 5-5 on page 148. Additionally, “an Ernst & Young survey found that 85 percent of Millennials want “frequent and candid performance feedback,” compared to only half of the Boomers” (p. 150).