Connection Power Quiz

Power is the actual use of influence over followers.

Position power is derived from the followers.

There are seven types of power according to the text.

Successful managers push power up the chain of command.

Power, politics, networking, and negotiating are all forms of influencing.

When influencing, it pays to be ethical.

Confronting those you think are unethical is not recommended when influencing.

Successful negotiators are not necessarily trusted negotiators.

Connection power is based on relationships with influential people and is used in job seeking or promotions.

Politics is the process of gaining and using power, functioning as an organizational medium of exchange.

Networking involves developing relationships for socializing and politicking, including creating obligations and using coalitions as an influencing tactic.

Guidelines for developing political skills include understanding organizational culture, developing good working relationships, and gaining recognition.

The networking process involves self-assessment, setting goals, creating a one-minute self-sell, developing a network, conducting networking interviews, and maintaining the network.

Self-assessment helps clarify skills and competencies, while the one-minute self-sell is an opening statement used in networking to summarize history and career plans.

Building and maintaining a network involves categorizing contacts, expanding the list, and using social media while following company policies.

In-person networking interviews involve establishing rapport, delivering a one-minute self-sell, asking prepared questions, and following up with a thank-you note and status report.

Negotiating is a process where two or more parties attempt to come to an agreement and is an essential career skill.

Negotiations are appropriate in situations without a fixed price or deal, and all parties should believe they got a good deal.

The key to the negotiation process is preparation, face-to-face interactions, understanding what is being negotiated, and putting agreements in writing.

Negotiations do not have to be a zero-sum game, and it's important to take your time and stop selling once there is an agreement.

Legitimate power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.

Rational persuasion is a helpful influencing tactic for managers and involves explaining why objective needs are met, how meeting the objective benefits the other party, providing evidence the objective can be met, and explaining how problems/concerns will be handled.

Increasing legitimate power involves gaining authority to use punishment and withhold rewards, not making rash threats, and being persistent.

Reward power is based on the user’s ability to influence others with something of value to them and is appropriate when employees should be rewarded for doing a good job.

Guidelines for increasing coercive power include developing people skills and working on relationships with managers and peers.

Expert power is based on the user’s skill and knowledge, often using the rational persuasion influencing tactic, and is appropriate when new managers rely on employees’ expertise.

Information power is based on the user’s position power, given by the organization, and is appropriate when asking someone to do something within their job scope.

Coercive power involves punishment and withholding of rewards to influence compliance and is appropriate while maintaining discipline and enforcing rules.

Referent power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.

Increasing expert power involves increasing training, attending trade meetings, keeping up with the latest technology, and projecting a positive self-concept.

Guidelines for increasing reward power include gaining and maintaining control over evaluating employees’ performance, finding out what others value, and letting people know you control rewards.

Guidelines for increasing information power include having information flow through you, knowing what is going on in the organization, and developing a network of information sources.