978-1285866352 Chapter 5 Solution Manual Part 2

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WORK APPLICATION 5-8

Write a one-minute self-sell to achieve your networking goal from Work

Application 7.

C. Develop Your Network (Slide 5-32 and Slide 5-33 holds a Discussion Question)

Begin with who you know. Everyone can create a written network list of about 200 people consisting of

professional and personal contacts. Address books and rolodexes are written network lists, but you need to

continually develop them. More and more, online networking is leading to employment.

Professional contacts include colleagues (past and present), professional organizations, alumni associations,

vendors, suppliers, managers, mentors, and many other professional acquaintances.

On a personal level, your network includes family, neighbors, friends, religious groups, and other personal

service providers. Compose a list of your network using the above categories, and continually update and add to

your list with referrals from others.

Now expand your list to people you don’t know. Where should you go to develop your network? Anywhere

people gather. To be more specific, get more involved with professional associations. Many have special

student memberships and some even have college chapters. If you really want to develop your career reputation,

become a leader in your associations not just a member. Volunteer to be on committees and boards, to give

presentations, and so on.

Other opportunities to network with people you don’t know include the Chamber of Commerce, college alumni

clubs/reunions, civic organizations, courses of any type, trade shows and career fairs, charity, community

groups, charities and religious groups, and social clubs.

Another important point is to work at developing your ability to remember people by name. If you want to

impress people you never met or hardly know, call them by their name. Ask others who they are, then go up and

call them by name and introduce yourself with your one-minute sell. When you are introduced to people, call

them by name during the conversation two or three times.

If you think the person can help you, don’t stop with casual conversation; make an appointment at a later time

for a phone conversation, personal meeting, coffee, or lunch. Get their business cards to add to your network

list, and give your business card and/or resume when appropriate.

D. Conduct Networking Interviews (Slide 5-34)

Based on your goal, use your network list of people to set up a networking interview to meet your goal.

The interviewing steps are:

Step 1. Establish Rapport: Provide a brief introduction and thank the contact for his or her time. Clearly

state the purpose of the meeting; be clear that you are not asking for a job. Don’t start selling

yourself; project an interest in the other person.

Step 2. Deliver Your One-Minute Self-Sell: Even if the person has already heard it, say it again. This

enables you to quickly summarize your background and career direction.

Step 3. Ask Prepared Questions: Do your homework before the meeting and compose a series of

questions to ask during the interview. Your questions should vary depending on your goal, the

contact, and how he or she may help you with your job search.

Sample questions include:

 What do you think of my qualifications for this field?

 With your knowledge of the industry, what career opportunities do you see in the future?

 What advice do you have for me as I begin/advance in my career?

 If you were exploring this field, who else would you talk with?

During the interview, if the interviewee mentions anything that could hinder your search,

ask how such obstacles could be overcome.

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Step 4. Get Additional Contacts for Your Network: Always ask who else you should speak with. Most

people can give you three names, so if you are only offered one, ask for others. Add the new

contacts to your network list. When contacting new people, be sure to use your network person’s

name. Be sure not to linger beyond the time you have been offered, unless invited to stay. Leave a

business card and/or resume so the person can contact you in case something comes up.

Step 5. Ask Your Contacts How You Might Help Them: Offer a copy of a recent journal article or any

additional information that come up in your conversation. Remember, it’s all about building

relationships, and making yourself a resource for other people.

Step 6. Follow Up with a Thank-You Note and Status Report: By sending a thank-you note, along

with another business card/resume, and following up with your progress, you are continuing the

networking relationship and maintaining a contact for the future.

E. Maintain Your Network (Slide 5-35 and Slide 5-36 is Discussion Questions)

After you build your network, you should maintain it. If an individual was helpful in finding your new job, be

sure to let him or her know the outcome.

Saying thank you to those who helped in your transition will encourage the business relationship; providing this

information will increase the likelihood of getting help in the future. It is also a good idea to notify everyone in

your network that you are in a new position and provide contact information.

1. Social Networking at Work

With increasing technology advances, people are blurring the differences between their personal and

professional lives, including the use of social networking media

Although many companies are encouraging employees to use social networking media on the job, it brings a

host of new challenges. Here is the question constantly lurking: “Is it business, or is it personal?” And there

can be legal problems. So know the company policy and follow the rules.

VIII. NEGOTIATION (Slide 5-37)

Negotiating is a process in which two or more parties are in conflict and attempt to come to an agreement.

Negotiating is an essential career skill, because good negotiators get more favorable outcomes, such as more pay.

Influence tactics, power and politics are commonly used during the negotiation process.

Self-Assessment 5-4

Negotiating

If you want students to complete the Self-Assessment exercises throughout the

book, you may want to tell students and spend a little time talking about them.

A. Negotiating (Slide 5-38)

At certain times, negotiations are appropriate, such as when conducting management–union collective

bargaining, buying and selling goods and services, accepting a new job compensation offer, or getting a raise—

all situations without a fixed price or deal. If there’s a set, take-it-or-leave-it deal, there is no negotiation.

1. All Parties Should Believe They Got a Good Deal

Negotiation is often a zero-sum game in which one party’s gain is the other party’s loss. Negotiating is not

about taking advantage of others, it’s about building relationships and helping each other get what you

want.

To get what you want, you have to sell your ideas and convince the other party to give you what you want.

However, negotiation should be viewed by all parties as an opportunity for everyone to win, rather than a

win-lose situation.

2. Negotiation Skills Can Be Developed

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Not everyone is born a great negotiator. Following the steps in the negotiation process can help you

develop your negotiation skills.

B. The Negotiation Process (Slide 5-39 holds Model 5.1 and Slide 5-40 holds Discussion Questions)

LO 5-6. List the steps in the negotiation process.

The first step in the negotiation process is to plan for the negotiation. The second step is to conduct the

actual negotiation, which can be postponed, and results in an agreement or no agreement.

LO 5-7. Explain the relationships among negotiation and conflict, influencing tactics, power, and

politics.

Negotiations take place when there is a conflict; and influencing tactics, power, and politics can be used

during the negotiation process.

The negotiation process has three, and possibly four, steps: plan, negotiations, possibly a postponement, and an

agreement or no agreement. These steps are summarized in Model 5.1.

1. Plan

Be clear about what it is you are negotiating over. Planning has four steps:

Step 1. Research the other party(ies). Know the key power players. Try to find out what the other

parties want, and what they will and will not be willing to give up, before you negotiate. Find

out their personality traits and negotiation style by networking with people who have negotiated

with the other party before. The more you know about the other party, the better your chances of

getting an agreement.

Step 2. Set objectives. Set a lower limit, a target objective, and an ongoing objective. Remember that

the other party is probably also setting three objectives. The key to successful negotiations is for

all parties to get between their minimum and target objective. This creates a win-win situation.

Step 3. Try to develop options and trade-offs. In purchasing something as well as in looking for a job,

if you have multiple sellers and job offers, you are in a stronger power position to get your

target price. It is common practice to quote other offers and to ask if the other party can beat

them.

If you have to give up something, or cannot get exactly what you want, be prepared to ask for

something else in return.

Step 4. Anticipate questions and objections, and prepare answers. You need to be prepared to

answer the unasked question, “What’s in it for me?” Don’t focus on what you want, but on how

your deal will benefit the other party. Talk in you and we not I terms, unless you are telling

others what you will do for them.

2. Negotiations

After you have planned, you are now ready to negotiate the deal.

Face-to-face negotiations are generally preferred because you can see the other person’s nonverbal

behavior and better understand objections.

However, telephone and written negotiations work too. Again, know the other party’s preference.

Handling negotiations also has four steps.

Step 1. Develop rapport and focus on obstacles, not the person. Smile and call the other party by

name as you greet them. Open with some small talk to get to know them. Deciding on how

much time to wait until you get down to business depends on the other party’s style.

“Focus on the obstacle, not the person” means never to attack the other’s personality or put

others down with negative statements.

Step 2. Let the other party make the first offer. This gives you the advantage, because if the other

party offers you more than your target objective, you can close the agreement.

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Step 3. Listen and ask questions to focus on meeting the other party’s needs. Create an opportunity

for the other party to disclose reservations and objections. When you speak you give out

information, but when you ask questions and listen, you receive information that will help you

to overcome the other party’s objections.

Step 4. Don’t be too quick to give in, and ask for something in return. Those who ask for more get

more. Don’t give up. You want to satisfy the other party without giving up too much during the

negotiation. If it is realistic, be prepared to walk away. When you are not getting what you

want, having other planned options can help give you bargaining power.

3. Postponement

When there doesn’t seem to be any progress, it may be wise to postpone the negotiations.

a. The Other Party Is Postponing, and You May Create Urgency

When you are not getting what you want, you may try to create urgency. However, honesty is the best

policy. The primary reason will negotiate with you is that they trust and respect you.

One thing to remember when the other party becomes resistant to making the agreement is that the

hard sell will not work. If you press for an answer, it may be no agreement; however, if you wait you

may have a better chance.

You will also need to learn to read between the lines, especially when working with people from

different cultures. Some people will not come right out and tell you there is no deal.

b. You May Want to Postpone, and the Other Party May Create Urgency

If the other party is creating urgency, be sure it really is urgent. In many cases, you can get the same

deal at a later date; don’t be pressured into making a deal you are not satisfied with or may regret later.

If you do want to postpone, give the other party a specific time that you will get back to them, and do

so with more prepared negotiations or simply to tell them you cannot make an agreement.

4. Agreement

Once the agreement has been made, restate it and/or put it in writing when appropriate. Also, after the deal

is made, stop selling it.

5. No Agreement

If you cannot come to an agreement, analyze the situation and try to determine where you went wrong so

that you can improve in the future.

IV. ETHICS AND INFLUENCING (Slide 5-41)

Power, politics, networking, and negotiating are all forms of influencing. When influencing, it pays to be ethical.

Influence is neither good nor bad; it’s what you do with it.

Power is unethical (personalized power) when used to promote your self-interest at the expense of others. It is

ethical when it is used to help meet organizational objectives and those of its members, as well as get what you want

(socialized power).

When playing organizational politic (and to a lesser extent, networking), it can be tempting to be unethical, but

don’t. Confront others if you believe they are playing unethical politics and try to resolve the issues.

Ethics of telling the truth, or not lying to the other party or being lied to, is an issue you will face in negotiation.

There is a difference between not giving information that is not asked for and lying to the other party.

When you are influencing others, try to use the stakeholders’ approach to ethics by creating a win-win situation for

relevant parties affected by the decision. (Slide 5-42 holds Discussion Questions and Slide 5-43 is Key Terms)

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LEARNING OUTCOMES AND ANSWERS

The chapter summary is organized to answer the learning objectives for Chapter 4. They are also found at the end of

the chapter and can be used as short answer questions on exams.

These learning outcomes are included in the test bank in the conceptual section.

1. Explain the differences between position power and personal power.

Position power is derived from top management and is delegated down the chain of command. Thus, people at

2. Discuss the differences among legitimate, reward, coercive, and referent power.

Legitimate, reward, and coercive power are all related. A leader with position power usually has the power to

3. Discuss how power and politics are related.

4. Describe how money and politics have a similar use.

5. List and explain the steps in the networking process.

The first step in the networking process is to perform a self-assessment to determine accomplishments and to set

6. List the steps in the negotiation process.

7. Explain the relationships among negotiation and conflict, influencing tactics, power, and politics.

REVIEW QUESTION ANSWERS

These review questions are included in the test bank in the conceptual section.

1. What are the seven types of power?

2. What are the nine influencing tactics?

3. What is ingratiation influencing?

4. What is the difference between inspirational appeal and personal appeal influencing?

With inspirational appeal, the leader appeals to the follower’s values, ideals, and aspirations, or increases self-

5. What are the three political behaviors and four guidelines for developing political skills?

The three political behaviors are (1) networking, (2) reciprocity, and (3) coalitions. The four guidelines to

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6. How many interview questions should you bring to a networking interview?

It depends on the questions. The more specific and shorter the answers, the more questions are needed to take

7. Which step of “conduct networking interviews” involves getting additional contacts for your network?

8. What type of situation (win/lose) is the goal of negotiation?

Because negotiation is often a zero-sum game, true collaboration where all parties create a win-win situation

9. What are the steps in negotiations?

The steps to negotiations are (1) develop rapport and focus on obstacles, not the person; (2) let the other party

10. What are the steps in planning a negotiation?

CRITICAL THINKING QUESTION ANSWERS

Applications may also be used as class discussion questions or written assignments to develop communication skills.

These communication skills are included in the test bank in the application section.

1. Is power good or bad for organizations? (Slide 5-4)

2. Which influencing tactics do you tend to use most and least? How will you change and develop the ability

to influence using influencing tactics? (Slide 5-24)

3. How would you rate your political skills, and which political behavior do you use most often? How will

you change and develop your political skills? (Slide 5-28)

4. How would you rate your relationship with your current or past boss? What will you do differently in the

future to improve your relationship with your boss? (Not used in PPT)

5. Can management order the end of power and politics in their organizations? (Slide 5-4)

Organizations cannot simply order people not to use power and politics to conduct business within an

6. Should people be judged based on their social skills? (Not used in PPT)

7. How would you rate your networking skills? What will you do differently in the future to improve your

networking skills? (Slide 5-36)

8. Do people really need a written networking list? (Slide 5-33)

9. How would you rate your negotiation skills? What will you do differently in the future to improve your

negotiation skills? (Slide 5-40)

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10. Do you believe that most managers use influencing (power, politics, networking, and negotiating) for the

good of the organization, or for their own personal benefit? What can be done to help managers be more

ethical in influencing others? (Slide 5-42)

Answers will vary.

CONCEPT APPLICATION ANSWERS

There are similar questions in the test bank in the application section.

Concept Application 5-1 Influencing Tactics

f 1. Exchange. Since the legitimate request is not working, offer something—like offering to help when it

is needed by the other worker.

Concept Application 5-2 Using Power

d 11. Referent. You will get the best results at influencing your worker by working on the relationship side

of power. Show a personal concern and willingness to help.

Concept Application 5-3 Political Behavior

a 16. Effective. This is a way of getting recognition and visibility and developing connections.

a 17. Effective. Taking lessons can prepare him to make some political connections by learning the power

players.

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CASE ANSWERS

Organizational Power and Politics

1. (a) What source of power does Helen have, and (b) what type of power is she using? (c) Which

influencing tactic is Helen using during the meeting? (d) Is negotiation and/or the (e) exchange tactic

appropriate in this situation?

(a) Helen has position power.

(b) She is using legitimate power in wanting to have a policy.

2. (a) What source of power does Jose have, and (b) what type of power is he using during the meeting? (c)

Which two influencing tactics is Jose primarily using during the meeting? (d) Which influencing tactic is

Jose using with the memo? (e) Is the memo a wise political move for Jose? What might he gain and lose

by sending it?

(a) Jose only has personal power.

(b) He is using referent power during the meeting. Although he does not have legitimate power without position

(e) There is no simple answer. However, by letting Helen, and the department, know that he will appeal gives

Helen an easy chance to build a coalition against him within the department for the next meeting, and the

3. What would you do if you were Helen? (a) Would you talk to the dean, letting her know that Jose said he

would appeal the policy decision? (b) Which influencing tactic would this discussion involve? (c) Which

political behavior would the discussion represent? (d) Would you draft a policy directly stating that

graduate assistants cannot be used to grade objective exams? (e) Would your answer to (d) be influenced

by your answer to (a)?

(a) Talking to the dean is a wise political move, as Helen can find out if she has the dean’s support.

4. (a) If you were Jose, knowing you had no verbal supporters during the meeting, would you have

continued to defend your position or agreed to stop using a graduate assistant? (b) What do you think of

Jose sending the memo? (c) As a tenured full professor, Jose is secure in his job. Would your answer

change if you (as Jose) had not received tenure or promotion to the top rank?

(a) Answers will vary.

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5. (a) If you were Jose, and Helen drafted a policy and department members agreed with it, what would you

do? Would you appeal the decision to the dean? (b) Again, would your answer change if you had not

received tenure or promotion to the top rank?

(a) Assuming that Helen checked with the dean, an appeal will not work, so appealing is not a good move.

6. If you were the dean of the School of Business (SB), knowing that the vice president does not want to set a

college-wide policy, and Jose appealed to you, what would you do? Would you develop a school-wide

policy for SB?

As stated above, the dean will likely side with the department and not set a school-wide policy. Doing so could

7. At what level (college-wide, by schools, or by departments within each school) should a graduate

assistants policy be set?

8. (a) Should Joel Corman have spoken up in defense of Jose during the meeting? (b) If you were Joel,

would you have taken Jose’s side against the other seven members? (c) Would your answer change if you

were or were not friends with Jose, and if you were or were not a tenured full professor?

(a) Answers will vary.

Cumulative Case Questions

9. Which level(s) of analysis of leadership theory is (are) presented in this case (Chapter 1)?

The primary level of analysis is the group level, and it was the group that influenced the decision to not allow

10. Is it ethical for graduate students to correct undergraduate exams (Chapter 2)?

11. Which of the four Ohio State University leadership styles did Helen use during the department meeting

(Chapter 3)?

Helen was using the low structure and high consideration leadership style, as she was trying to get the

CASE EXERCISE AND ROLE-PLAY

The text instructions should be clear and easy to follow. The major question is whether or not you want to spend the

class time doing this exercise relating to power and politics.

VIDEO CASE ANSWERS—

Employee Networks at Whirlpool Corporation

1. Using the Whirlpool Corporation Web Site (http:/us.whirlpoolcareers.com/Culture/professional-

organizations.aspx), identify the employee network groups at Whirlpool and the mission of each.