The concept of the essays are "How does organizational learning connect with organizational change, and what are strategies to involve others in planning organizational change?".See (essay) attachment

1. One of my favorite influence strategies is ingratiation. Ingratiation is the process through which someone tries to win someone else's approval or acceptance. For example, if I want to get my boss to like me, I may “kiss up” to her by giving him/her compliments or gifts. I may also try to make myself appear more similar to my boss in behavior and opinion. With that way, my boss will feel close to me. He/she will directly share what he/she is thinking about my performance, and then advise how I can get improve. As people tend to have similar values and interests like others. I do the same with my under staffs. I “make” them like me. They will not hesitate to share their thoughts, opinions, and comments on how the work going. They will feel more comfortable and confident to achieve the organization's goal.

2. Guglielmo (1996) define influence strategies and tactics as the following:

Earlier it was stated that a definition of power, conceptualized as a relationship, must incorporate aspects of the power holder which differ from the target and some intended change in the target which results from the activity of the power holder. The various bases of power and resource dependency models described above satisfy these requirements for a definition of power. Influence, an activity engaged in by the power holder with respect to the target is the active manifestation of power. (p.16)

Managerial leaders must understand how power is used to accomplish objectives and important tasks. This requires an understanding of people and what strategies and/or tactics are appropriate depending on the desired results. There are many strategies/tactics that can be used to influence others in an organization. Some of the strategies/tactics that I have used in some capacity at work include the following: Legitimate authority, Upward Appeal, Bargaining/exchange, Pressure/coercion, Personal appeal and Inspirational appeal (Quinn,Faerman, Thompson, Mcgrath, & Bright, 2015, p.250). Legitimate authority is giving orders to subordinates or others when you are in a position of authority over them. I found that this tactic produces mixed results. Legitimate authority is only effective when the employee respects you or is disciplined. Simarlary, Upward Appeal can be effective to a degree but also produces mixed results. Many managers who are weak will redirect policy and such to upward management in order to deflect criticism from employees. The dilemma with this approach is that managers who do this too often do not establish a power base or exert control and the power is really being derived from upper management.

Likewise, pressure/coercion and bargaining/exchange can both be effective but on opposite ends of the spectrum. I've noticed that the carrot or the stick approach may work when accomplishing short-term goals but do little to satisfy success in the long-term. In short, people do better work when they internally agree with what the influencer is asking of them not when given rewards or punishers. Finally, I have had great success with Inspirational appeal and Personal appeal. Both strategies appeal to hearts and minds. Inspirational appeal persuades employees to agree with what is right and not what is wrong. This is usually accomplished when you place high expectations for others and what I have come to find out is that people tend to perform to what others believe they are capable of doing. A manager who believes in his team will more likely than not see better results than a manager who has little faith in them. In a similar manner, personal appeal is using personal relationships to your advantage. This can be difficult for new managers as a line needs to be set between the manager and subordinates. Once a healthy line is set, personal appeal can be effective in both directions. Managers can influence subordinates on a personal level to accomplish a task as workers who like management have higher job satisfaction and thus produce excellent results. In the opposite direction, subordinates who groom healthy personal relationships with managers are more likely to be able to express their opinion. Organizations consist of people and teams which is why personal relationships are so important.

References

Guglielmo, F. (1996). Personality and situation effects on interpersonal influence tactic selection (Order No. 9707097). Available from ProQuest Dissertations & Theses Global. (304241735). Retrieved from https://nuls.idm.oclc.org/login?url=https://search-proquest-com.nuls.idm.oclc.org/docview/304241735?accountid=25320

Quinn, R.E., Faerman, S.R., Thompson, M.P., McGrath, M., & Bright, D.S. (2015). Becoming a master manager: A competing values approach (6th ed.). Hoboken, NJ: John Wiley and Sons, Inc.