org-final-summary.pdf

lOMoARcPSD|12532377 - Motivation: motivate people in right way - Organizational hierarchy: when the position that you have in the organization may be your way to persuade others and exert power - Status and reputation: status and reputation are c...

lOMoARcPSD|12532377 - Motivation: motivate people in right way - Organizational hierarchy: when the position that you have in the organization may be your way to persuade others and exert power - Status and reputation: status and reputation are contagious Through the exercise of power you get negative result, while instead with persuasion you can get very positive or very negative outcomes. So when you persuade someone the reactions can be the following: Commitment represent a worker who puts extra-effort in accomplishing the goals. Compliance is really similar to surface acting, you are basically changing you external behavior without being innerly persuaded that this behavior is effective for the organization. Resistance means that the worker rejects what the supervisor has asked him to do. Sources of power: I. Expertise: motivation given by an expert may give a safety feeling. II. Effort: a person who puts extra effort is considered as powerful III. Relationship: it is the social capital that a supervisor has that makes him more or less powerful. IV. Reward: power is also measured in terms of the intrinsic and extrinsic resources that you can make available for your followers. V. Coercive: coercive power comes from external rules. VI. Position: it is the hierarchical position you are covering (usually a source of power) VII. Charisma: it is related to the individual feature, a charismatic leader is considered as an aspirational leader. VIII.Location : (physical, geographical location) IX. Referent: the key words are mentoring, role modeling, trusting, and relationship. Influence styles—> ways of persuading employees - Assertive persuasion through reasoning, debating, and presenting ideas, proposal and suggestions. - Reward and punishment by using incentives and pressures, stating expectations, evaluating, demanding, and bargaining. - Participation and trust: though understanding, involving and supporting others, personal disclosure, and active listening. - Common vision: inspiring, visioning, finding common ground, and aligning. Conflicts Conflicts are related to resistance and compliance as a reaction toward the supervisor trying to persuade you. The conflict can be structured in different levels: Emotional conflict refers to the interpersonal incompatibilities, which typically include tension, lack of trust, annoyance, and animosity between the individuals involved in the conflict, it is related to the fact that you don’t understand each other, it is an interpersonal matter. 28 di 32 => Downloaded by Filippo Azzará ([email protected])