Are the Precepts of the IBM Training Program Consistent with the Concepts in This Chapter? Why or Why Not?

Topics: Persuasion, Behavior, The Target Pages: 3 (870 words) Published: February 28, 2012
1. The precepts of the IBM training program are consistent with the concepts in this chapter because there are a lot of consensuses. There are for example power, which is according to Robbins and Judge, “a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes” (p.420) and the power tactics, which are, according to Robbins and Judge, “ways in which individuals translate power bases into specific actions” (p.425). There are different power tactics an individual can use by moving people into specific actions. A research has defined nine distinct influence tactics. The most effective ones are rational persuasion, inspirational appeals and consultation. The least effective one is pressure. Furthermore, by using more than just one tactic you can increase your chance of success.

Comparing these nine tactics with the precepts of IBM shows that they are pretty similar. One is for example the rational persuasion which is comparable with “presenting logical arguments and factual evidence t demonstrate a request is reasonable.” Also consultation which is “increasing the target’s support by involving him or her in deciding how you will accomplish your plan.” Then, there are also the inspirational appeals, which are comparable with “developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.” The last two tactics that are similar are first exchange, which is “rewarding the target with benefits or favors in exchange for following a request,” and second coalitions which is “enlisting the aid or support of others to persuade the target to agree” (p.425 + 426).

2. Based on the chapter, there are other keys to persuasion and influence that might be added to the IBM program. One is political behavior, which are, according to Robbins and Judge, “activities that are not required as part of a person’s formal role in the organization but that influence, or attempt to influence, the distribution of...
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