INFLUENCING

To inspire effort
INFLUENCING
 the process of guiding the activities of organization
members in appropriate directions
 involves focusing on organization members as people
and dealing with such issues as morale, arbitration of
conflicts, and the development of good working
relationships
 primary determinant of how successful a manager will be
 involves the performance of four management activities:
 Leading
 Motivating
 Considering Groups
 Communicating
LEADING VS. MANAGING
 Leading  Managing
 process of inspiring others  skillful handling or use
to work hard to accomplish
of something such as
important tasks. It builds
the commitment and resources
enthusiasm needed for
people to apply their
talents fully to help
accomplish plans
 it’s the process of
influencing a group to
achieve goals
 LEADERSHIP & POWER
 The functions of effective leadership lie in the
way a manager uses power to influence the
behavior of other people
 Power is the ability to get someone else to do
something you want done or to make things
happen the way you want
POWER CLASSIFICATION BASED ON SOURCE

Sources of Power
Power of the POSITION Power of the PERSON
Based on things managers can offers Based on the way managers are
to other viewed by other

Rewards: “If you do what I’ll ask, I’ll Expertise – as a source of special
give a reward.” knowledge and information

Coercion: “If you don’t do what I ask,

I’ll punish you

Legitimacy: “Because I am the boss, Reference – as a person with whom

you must do as I ask.” others like to be identify
 POSITION POWER
 One important source of power is a manger’s official status, or position,
in the organization’s hierarchy of authority. The three bases of position
power are:
 
 Reward power - is the ability to influence through rewards, It is the
ability to offer something of value — a positive outcome, as a means of
influencing the behavior of other people.

 Coercive power - is the capacity to punish or withhold positive

outcomes as a means of influencing other people.

 Legitimate power - is the capacity to influence other people by virtue of

formal authority or the rights of office.
 PERSONAL POWER
 Another source of power lies in the individual manager and
the unique personal qualities he/she brings to a leadership
situation. Two bases of personal power are:

 Expert power - is the capacity to influence other people

because of specialized knowledge.

 Referent power - is the capacity to influence other people

because of their desire to identify personally with you. It is
a power derived from charisma or interpersonal
attractiveness.
 NOTES:
 It is important to remember that position power
alone is often insufficient to achieve needed
influence. This is particularly true in influencing
the behavior of peers and superiors in the
organization. Four points to keep in mind are:
 There is no substitute for expertise
 Likeable personalities are important
 Effort and hardwork breed respect
 Personal behavior must support expressed values.
 SEVEN TRAITS ASSOCIATED WITH LEADERSHIP BY:
BEHAVIORAL THEORIST

 Drive
 Leaders exhibit a high effort level. They have relatively high
desire for achievement; they are ambitious; they have a lot of
energy; they are tirelessly persistent in their activities and they
show initiative.
 Desire to Lead
 Leaders have a strong desire to influence and lead others. They
demonstrate the willingness to take responsibility
 Honesty and integrity
 Leaders build trusting relationships between themselves and
followers by being truthful or non-deceitful and by showing high
consistency between work and deed.
 CONTINUATION
 Self-confidence
 Followers look to leader for an absence of self-doubt.
Leaders, therefore, need to show self-confidence in order
to convince followers of the rightness of their goals and
decisions
 Intelligence
 Leaders need to be intelligent enough to gather, synthesize, and
interpret large amount of information, and they need to be able to
create visions, solve problems, and make correct decisions
 CONTINUATION
 Job-relevant knowledge
 Effective leaders have a high degree of knowledge about
the company, industry and technical matters. In-depth
knowledge allows leaders to make well-informed decisions
and to understand the implications of those decisions
 Extraversion
 Leaders are energetic, lively people. They are sociable,
assertive and rarely silent or withdrawn.
  
 LEADERSHIP STYLE BY BEHAVIORAL THEORISTS

 Democratic Style– it involve employees in decision making,

delegate authority, encourage participation in deciding work
methods and goals, and use feedback as an opportunity for
coaching employees.

 Autocratic Style – it is tended to centralize authority, dictate

work methods, make unilateral decisions and limit employee
participation

 Laissez-faire Style – it gave the group complete freedom to make

decisions and complete work in whatever way it saw fit.
 
  
 CONTINUATION….
 Consideration Style – job relationships is characterizes by mutual trust and
respect for group member’s ideas and feelings

 Initiating Structure – structuring work and work relationships to meet

job goals

 Employee-Oriented – emphasized interpersonal relationships and

taking care of employees needs

 Production-Oriented – emphasized technical or task aspects of job to

increase production output
  
 CONTEMPORARY VIEWS ON LEADERSHIP
 Transactional Leaders – lead primarily by using
social exchanges (or transactions);
 guide and motivate followers to work toward
established goals by exchanging rewards for their
productivity
 CONTINUATION….
 Transformation Leaders –stimulates and inspires
(transforms) followers to achieve extraordinary
outcomes;
 they pay attention to the concerns and developmental
needs of individual followers;
 they change follower’s awareness of issues by helping
those followers look at old problems in new ways;
 they are able to excite, arouse and inspire followers to
put out extra effort to achieve group goals
CONTINUATION…..
 Charismatic-Visionary Leaders – an enthusiastic, self-
confident leader whose personality and actions influence
people to behave in certain ways;
 they have vision, are able to articulate that vision, are willing
to take risks to achieve that vision, are sensitive to both
environmental constraints and follower needs and exhibit
behaviors that are out of the ordinary.
 It is most appropriate when the follower’s task has an
ideological purpose or when the environment involves a
high degree of stress and uncertainty. This explains why they
often surface in politics, religion or wartime or when a
business firm is starting up or facing survival crisis.
 Ex. Martin Luther King Jr. & Steve Jobs
 LEADERSHIP ISSUES IN THE 21ST CENTURY
 Managing power
 Developing Trust
 Providing ethical leadership
 Empowering employees
 Gender differences and leadership
 Cross-cultural leadership
 Selected Cross-cultural Leadership Findings
 Korean leaders are expected to be paternalistic toward employees
 Arab leaders who show kindness or generosity without being
asked to do so are seen by other Arabs as weak
 Japanese leaders are expected to be humble and speak frequently
 Scandinavian and Dutch leaders who single out individuals with
public praise are likely to embarrass, not energize, those
individuals.
 Effective leaders in Malaysia are expected to show compassion
while using more of an autocratic than participative style.
 Effective German leaders are characterized by high performance
orientation, low compassion, low self-protection, low team
orientation, high autonomy and high participation.
 MOTIVATION
“Motivation means a process of
stimulating people to action to
accomplished desired goals”
By William G. Scout
inner state that causes an individual

to behave in a way that ensures the

accomplishment of some goal
explains why people act as they do
IMPORTANCE OF MOTIVATION
Helps in satisfying needs of the Employees

Change the negative attitude to Positive attitude

Reduce labor turnover

Reduce absenteeism

Helps in introducing changes

Improves level of efficiency of employees

Creating friendly and supportive relationship

 MOTIVATION PROCESS
Unsatisfied
needs

Give
rise to Tension

Drives

Search
Behavior

Satisfied
Needs

Reduction of
tension

Determination
Determination
of
of future
future need
need
TYPES OF MOTIVATION
Positive motivation Negative motivation

Monetary motivation Non-Monetary motivation

 POSITIVE MOTIVATION
 Positive motivation induces people to do work in the best
possible manner and to improve their performance.

 Positive motivation is the type of motivation a person feels

when he expects a certain reward.

 An example of Positive motivation :

when a Boss tells his subordinate , "if you achieve the target
on the time I will give you promotion “
NEGATIVE MOTIVATION
 Negative incentives are those whose purpose is to correct the
mistakes or defaults of employees.

 Negative incentive is generally resorted to when positive

incentive does not works and a psychological set back has to
be given to employees.

 An example of Negative motivation :

When a Boss tells his subordinate , "if you do not achieve the
target on the time I will give you demotion”
 REWARD
 work outcome of positive value to the individual

 Extrinsic rewards - are valued outcomes given to

someone by another person. Common workplace examples
are pay bonuses, promotions, time- off, special
assignments, awards, verbal praise, and the likes.

 Intrinsic rewards - occur naturally during job

performance. Some examples are the feeling of
competency, personal development, and the likes.
 INCENTIVE

Incentives refers to all those measures which are

used to motivate people for improving their
performance.

The need of incentives can be many:-

 To increase productivity,

 To shape the behavior or outlook of subordinate towards

work,
 To inculcate zeal and enthusiasm towards work
 • Pay and allowances
Extrinsic Factor • Productivity linked wage
incentives
(Financial • Bonus
incentives/Hygiene • Profit sharing
• Stock option
factors • Retirement benefits

• Career advancement
opportunity
Intrinsic factor(Non • Job enrichment
• Employee recognition program
financial • Job security
incentives/Motivators • Employee participation
• Organizational climate
• Employee empowerment
 Fear and
Punishment Theory

Traditional Theories Reward Theory

Motivation Theories
Carrot and Stick
Theory

Maslow’s Hierarchy
needs

Herzberg hygiene
theory

MC. Gregors
theory X and Y
Modern Theories
‘Z’ Theory

Vroom’s Expectancy
Theory

Three need theory

FEAR AND PUNISHMENT THEORY
 Managers developed a strategy of
forcing people to work by
threatening to punish or dismiss
them or cut their rewards if they
did not work well.

 This philosophy is characterized

by thinking of aggressiveness and
authorities managers

 Their was a tight control and rigid

supervision over workers.
 REWARD THEORY
 This theory tried to establish a
direct relationship between
efforts and rewards.

 Bases of Piece rate system of

wages

 Based on the standard manager

should decide on degree of
rewards and penalties
 CARROT AND STICK THEORY
 This theory suggest a combination of both
rewards and penalties for motivation

 This is based on the strategy of putting

carrot in the front of the donkey and hitting
it with the stick from behind so it has to run

 Carrot refers to the incentives

 Stick refer to the penalties

MASLOW’S THEORY OF MOTIVATION
 Abraham Maslow is well renowned for
proposing the Hierarchy of Needs Theory
in 1943.
 Maslow was of the view that needs have
priority, i.e., needs are satisfied in an
order.
 As soon as the lower level needs are
satisfied. Those on the next higher level
emerge.
 Thus, he considered an individual's
motivation behavior as a predetermined Abraham Maslow
order of needs.
HIERARCHY OF NEEDS
Self
THEORY
-
Act
uali
zati
desire
desire for
for gaining
gaining more
more knowledge,
knowledge, social-
social- service,
service, creativity
creativity and
and being
being
onaesthetic
aesthetic
nee
Esteemd Needs
reputation,
reputation, prestige,
prestige, power,
power, status,
status, recognition
recognition and
and respect
respect of
of others.
others.

Social needs
needs
needs for
for belongingness,
belongingness, friendship,
friendship, love,
love, affection,
affection, attention
attention and
and social
social
acceptance.
acceptance.

Safety needs
security
security of
of job
job and
and need
need for
for aa predictable,
predictable, secure
secure and
and safe
safe environment
environment

Basic/ Physiological Needs

 food,
 food, water,
water, air,
air, shelter,
shelter, sleep,
sleep, thirst,
thirst, etc.
etc.
 MCGREGOR :THEORY X AND THEORY Y
 In 1960, Douglas
McGregor formulated
Theory X and Theory Y
suggesting two aspects of
human behavior at work

 According to McGregor,
the perception of managers
on the nature of individuals DOUGLAS MCGREGOR
is based on various
assumptions.
THEORY X AND THEORY Y (DOUGLAS MCGREGOR)
 ASSUMPTIONS OF THEORY X
 An average employee does not like
work and tries to escape it whenever
possible.

 He lacks ambition and dislikes

responsibility

 Since the employee does not want to

work, he must be persuaded,
compelled, or warned with punishment
so as to achieve organizational goals.

 A close supervision is required on part

of managers. The managers adopt a
more dictatorial style.
 ASSUMPTIONS OF THEORY Y
 Employees can perceive their job as relaxing
and normal.

 Employees no longer need to be threatened and

coerced to work, but they have self-direction
and self-control , they are dedicated and sincere
to achieve the organizational objectives.

 If the job is rewarding and satisfying, then it will

result in employees’ loyalty and commitment to
organization.

 The employees have skills and capabilities.

Their logical capabilities should be fully
utilized. In other words, the creativity,
resourcefulness and innovative potentiality of
the employees can be utilized to solve
organizational problems.
HERZBERG’S TWO-FACTOR THEORY OF MOTIVATION
 In 1959, Frederick Herzberg, a
behavioral scientist proposed a
two-factor theory or the
motivator-hygiene theory.

 According to Herzberg, there

are some job factors that result
in satisfaction while there are
other job factors that prevent
dissatisfaction.
TWO-FACTOR THEORY (FREDERICK HERZBERG)

Hygiene factors

Motivators
 HYGIENE FACTORS
 Hygiene factors are those job factors which are
essential for existence of motivation at workplace.

These do not lead to positive satisfaction for long-

term. But if these factors are absent / if these factors
are non-existent at workplace, then they lead to
dissatisfaction.

Hygiene factors are also called as dissatisfies or

maintenance factors as they are required to avoid
dissatisfaction. These factors describe the job
environment / scenario. 
 MOTIVATIONAL FACTORS-

The motivational factors yield positive satisfaction. These

factors motivate the employees for a superior performance.
These factors are called satisfiers.
These are factors involved in performing the job. Employees
find these factors intrinsically rewarding.
The motivators symbolized the psychological needs that
were perceived as an additional benefit.
 Recognition- The employees should be praised and recognized for their
accomplishments by the managers.

 Sense of achievement- The employees must have a sense of achievement. This

depends on the job. There must be a fruit of some sort in the job.

 Growth and promotional opportunities- There must be growth and advancement

opportunities in an organization to motivate the employees to perform well.

 Responsibility- The employees must hold themselves responsible for the work. The
managers should give them ownership of the work. They should minimize control
but retain accountability.

 Meaningfulness of the work- The work itself should be meaningful, interesting and
challenging for the employee to perform and to get motivated.
DAVID MCCLELLAND’S THEORY OF NEEDS, CONTD.,

nPow

nAch nAff
MCCLELLAND’S THEORY OF NEEDS
David McClelland and his associates proposed McClelland’s theory of Needs /
Achievement Motivation Theory.

This theory states that human behavior is affected by three needs –

Need for achievement is the urge to excel, to accomplish in relation to a set of

standards, to struggle to achieve success.

Need for power is the desire to influence other individual’s behavior as per your
wish. In other words, it is the desire to have control over others and to be
influential.

Need for affiliation is a need for open and sociable interpersonal relationships. In
other words, it is a desire for relationship based on co-operation and mutual
understanding.
WHAT IS GROUP?
 any number of people who (1) interact with one another,
(2) are psychologically aware of one another, and (3)
perceive themselves to be a group
 are characterized by frequent communication among
members over time and a size small enough to permit
each member to communicate with all other members on
a face-to-face basis
 As a result of this communication, each group member
influences and is influenced by all other group members
 REASONS WHY MANAGERS SHOULD STUDY GROUPS

 Groups exist in all kinds of organization.

 Groups inevitably form in all facets of organizational
existence,
 Groups can cause either desirable or undesirable
consequences within the organization.
 An understanding of groups can help managers raise the
probability that the groups with which they work will
cause desirable consequences within the organization.
 KINDS OF GROUPS IN ORGANIZATIONS
 Formal Group is a group that exists in an organization by virtue
of management decree to perform tasks that enhance the
attainment of organizational objectives.

Command group is a formal group that is outlined in the chain of

command on an organizational chart. They typically handle
routine organizational activities.

 Task group is a formal group of organization members who

interact with one another to accomplish nonroutine organizational
tasks. Members of any one task group can and often do come
from various levels and segments of an organization
 CONTINUATION
 Committee is a group of individuals charged with performing
some type of specific activity and is usually classified as a task
group. From a managerial viewpoint, there are several uses for
establishing committees in an organization:

 Work team is a task group used in organizations to achieve

greater organizational flexibility or to cope with rapid growth
INFORMAL GROUP
 collection of individuals whose common work experiences
result in the development of a system of interpersonal relations
that extend beyond those established by management

 Interest group is an informal group that gains and maintains

membership primarily because of a common concern members
have about a specific issue.

 Friendship group is an informal group that forms in

organizations because of the personal affiliation members have
with one another
WHAT IS TEAM?
 a group whose members influence one
another toward the accomplishment of
(an) organizational objective(s)
 group qualifies as a team only if its
members focus on helping one another to
accomplish organizational objectives
 ORGANIZATIONAL TEAMS TAKE MANY DIFFERENT FORMS

 Problem-solving team is an organizational team set up to

help eliminate a specified problem within the
organization..
 Self-managed team is an organizational team established
to plan, organize, influence, and control its own work
situation with only minimal direction from management
 Cross-functional team is an organizational team
composed of people from different functional areas of the
organization who are all focused on a specified objective
 WHAT IS CORPORATE CULTURE?
 set of shared values and beliefs that organization
members have regarding the functioning and
existence of their organization
 type of corporate culture that is present in any
organization can be discovered by studying that
organization’s special combination of status
symbols, traditions, history, and physical
environment
 Status Symbols
 Status symbol is the visible, external signs of social position
that are associated with the various positions in the firm.
 Traditions and History
 A firm’s history and traditions can determine how workers in
that particular firm act on a daily basis. Typically, traditions
developed over time let workers know exactly what is
expected of them.
 Physical Environment
 The firm’s physical environment makes a statement about its
corporate culture. For instance, management that wants an
open culture will see to it that office doors are usually open;
management that wants a more formal type of corporate
culture will encourage closed office doors
 COMMUNICATION

An Overall Perspective
 COMMUNICATION
"Communication is the transfer of information from one person to another
person. It is a way of reaching others by transmitting ideas, facts, thoughts,
feelings and values.“

- Newstrom
- Newstrom and
and Davis.
Davis.
_________________________________________________________

Communication is the process by which two or more persons come together

to
to exchange
exchange ideas
ideas and
and understanding
understanding amongst
amongst themselves.’
themselves.’

Koontz and O’Donnell

 WHY COMMUNICATION?

INDIVIDUALS GROUPS

 To achieve common goals

 To share knowledge  To ensure effective
and information completion of a task
 To present ideas  To reach a common
 To influence others understanding
 To share common values/
 To build relationships systems
 To express emotions  To build relationships
WHY COMMUNICATION? …CONTD.

• Organizational Goals
• Share Information
• Task Directives
• Result of Efforts
• Decision Making
• Achieve
• Coordinate
 Channels
of communication

Formal Informal
communication communication

Grapevine
Grapevine Network
Network
Downward
Downward communication
communication Free-flow
Free-flow communication
communication
Upward
Upward communication
communication Circular
Circular communication
communication
Horizontal
Horizontal communication
communication Chain
Chain communication
communication
Diagonal
Diagonal communication
communication Wheel
Wheel communication
communication
 Managing
Managing director
director

Production
Production Finance
Finance
Manager
Manager Manager
Manager

Factory Store Accounts Internal

Manager Manager officer auditor

Store
Keeper Accountant

foreman foreman

Accountant Accountant
Clerks Clerks

Worker Worker

Downward
communication
Upward Diagonal
Horizontal communication communication communication
 Modes of Communication
Types Examples Usefulness

Written Letters, Memos, Reports, It is relatively permanent and

etc. accessible.

Oral Conversations, It is the easiest when one

Interviews, Phone calls, needs to communicate
Speeches, etc. urgently.

Kinesics Facial expressions, Body unconsciously does

Gestures, Actions, Tone, 90% of communication.
Posture, etc.
 FORMAL COMMUNICATION
 Communication takes place through the formal channels of the organization
structure along the lines of authority established by the management.

 Such communications are generally in writing and may take any of the
forms; policy; manuals: Procedures and rule books; memoranda; official
meetings; reports, etc.

Advantages & Disadvantages of Formal Communication:

 The advantages of formal communication are:

 They help in the fixation of responsibility and
 Maintaining of the authority relationship in an organization.

 The disadvantages of formal communication are:

 Generally time consuming, cumbersome
 Leads to a good deal of distortion at times.
INFORMAL COMMUNICATION
 Communication arising out of al those channels of communication
that fall outside the formal channels is known as informal
communication.

 Built around the social relationships of members of the organization.

 Informal communication does not flow lines of authority as is the

case of formal communication.

 It arises due to the personal needs of the members of n organization.

 At times, in informal communication, it is difficult to fix

responsibility about accuracy of information. Such communication is
usually oral and may be covered even by simple glance, gesture or
smile or silence.
GRAPEVINE PATTERNS
X

C E
D F

C G

B
B A H

A GOSSIP
(one tells all)

SINGLE STRAND
(each tells one another)

F
H
B
E
E
G
C D
F

D A

B A H

CLUSTER
(some tells others)
PROBABILITY
(each randomly tells others)
 HOW TO BE EFFECTIVE IN
COMMUNICATION

Whom to communicate

When to communicate

Who to communicate

Media for communication

What to communicate
 Communication Process

Message
SENDER
SENDER RECEIVER
Encoding Decoding
Media
Media

Noise
Noise

Feedback
Feedback Response
Response
 BARRIERS TO COMMUNICATION

Poor Choice of
Channel Status Effects

Poor Written or
Oral Expression o Psychological
Failure to recognized Barriers
Nonverbal Signals
Communication Principles
The American Management Association Inc. have outlined the
following Ten Commandments of good communication :

1. Seek to clarify your ideas before communicating

2. Examine the true purpose of each communication
3. Consider the total physical and human setting whenever you
communicate
4. Consult with others, where appropriate, in planning
communications
5. Be mindful, while you communicate, of the overtones as well
as the basic content of your message
6. Take the opportunity, when it arises, to convey something of
help or value to the receiver
7. Follow up your communication
8. Communicate for tomorrow as well as today
9. Be sure your actions support your communication
10.Seek not only to be understood but to understand – be a good
listener.
Communicate Effectively
1. Identify you subjects

2. Arouse listener interest

3. Use words commonly understood

4. Avoid talking in general terms – be specific – use:

A. Examples
B. Illustrations
C. Specific instances
D. Explain technical terms / specific slang terms

Remember – Your tone of voice and your action

or lack of them also convey
messages.
ESSENTIALS OF GOOD COMMUNICATION

 Essential Quality of

Communication

 ABC - Accuracy, Brevity, Clarity

 KISS - Keep it short and simple

 5 CS OF GOOD
COMMUNICATION
 Conciseness
Send the message in as few words as possible
 Completeness
Ensure that all the information needed by the receiver to
respond or act is included
 Courtesy
Show consideration for the receiver
 Clarity
Message should be clear
 Correctness
Check for accuracy of all statements and details
 DISADVANTAGES OF BAD COMMUNICATION

 Can be Misunderstood
 May not be taken seriously
 Reduced effectiveness
 Can lead to Conflicts
COMMUNICATION AND CONFLICT
MANAGEMENT
 conflict is a disagreement between people over issues of
substance and/or an emotional antagonism

 Substantive conflict involves disagreement over goals,

resources, rewards, policies, procedures, and job
assignments

 Emotional conflict results from feelings of anger,

distrust, dislike, fear, and resentment as well as from
personality clashes
CONFLICT MANAGEMENT STYLES
 Avoidance: Being uncooperative and
unassertive; downplaying disagreement,
withdrawing from the situation, and/or staying
neutral at all costs

 Accommodation (or smoothing): Being

cooperative but unassertive; letting the wishes of
others rule; smoothing over or overlooking
differences to maintain harmony
 CONTINUATION
 Competition (or authoritative command): Being
uncooperative but assertive; working against the wishes
of the other party, engaging in win-lose competition,
and/or forcing through the exercise of authority

 Compromise: Being moderately cooperative and

assertive, bargaining for ‘acceptable” solutions in which
each party wins a bit and loses a bit
 CONTINUATION
 Collaboration (or problem solving): Being both
cooperative and assertive; trying to satisfy
everyone’s concerns fully by working through
differences, finding and solving problems so that
everyone gains