Exercising Managerial Influence


By

Soumen Chatterjee
Lecturer
Department of Management Studies
NSHM Academy
Durgapur–713 212
E-mail:
chasomb@yahoo.co.in
 


In any organisation exercising influence  is a fundamental activity and an essence of managerial work is the exercise of influence because of many reasons which may be personal, organisational or both.

Researchers identified seven strategies of  influence :-

Reason – This involves the use of facts and datas.
Friendliness – This involves the use flattery and goodwill.
Coalition – This involves the mobilisation of other people.
Bargaining – This involves the use of negotiation through exchange of benefits.
Assertiveness – This involves the use of direct and forceful approach
Higher Authority – This involves the the use of gaining support of higher level in organisation.
Sanctions - This involves the use of rewards and punishments.

The researchers developed a scale POIS (Profile of Organisational Influence Strategies) to measure the use of seven  influence strategies.

Now the question is do managers mix influence strategies? Based on these strategies managers are categorised into Shotgun Managers, Tactician Managers and Bystander Managers.

Shotgun Managers:

These managers use all seven strategies from reasons to sanctions. These managers have many unfulfilled objectives. They are inexperiencers and probably ambitious  and they have great expectations and hence attempt to obtain their objective through indiscriminate use of influence strategies.

Tactician Managers:

These managers relied heavily on reason to influence others tact and also took the help of other influence startegies. These managers have power in their organisation . They have considerable influence on matters like budgeting, company policy and personal matters . These managers as such are flexible and carry their task to fulfill the organisational objectives. Exercising power enable them to influence their reasoning skills as apart of influencing strategy.

Bystander Managers:

These managers have a very low score on all the seven influence strategies. They exercise very little influence either because they have such powerful position in organisation that others anticipate their need and do the job wherein the bystander managers get the job done without any effort or because they lack power in the organisation and hence feel it a waste to even try to exercise influence startegies. These managers are also called as " learned helplessness" as they have stopped influencing others for personal or organisational objectives.

As we have said in the beginning that the fundamental activity of a manager is to exercise influence based on objectives, control of power , willingness to comply. The organisational culture and climate plays a major role in providing the environment of exercising influence.
 


Soumen Chatterjee
Lecturer
Department of Management Studies
NSHM Academy
Durgapur–713 212
E-mail:
chasomb@yahoo.co.in
 

Source: E-mail November 22, 2005

   

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