Influencing Within Organizations

405 Pages·2004·1.671 MB·English

by  Andrzej Huczynski

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There are many ‘how-to’ books on influencing, but few of these are based on rigorous
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research. There are also many academic studies that analyse the art of influencing,
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but most are either difficult to find, or else provide little in the way of practical advice.
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Influencing within Organizationsis unique. It provides readers with vital informa-
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tion on probably the single most important survival-success skill of the twenty-first
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century – influencing. By tracking down the most trustworthy academic studies, and
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translating their conclusions into specific, behavioural steps on effective influencing,
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this book gives the reader a practical guide to influencing that is thoroughly grounded
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in the relevant theory and research.
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The second edition is fully revised and expanded, to include the most up-to-date
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material. The chapter topics include:
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(cid:1) applying for a job (now two chapters)
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(cid:1) verbal and non-verbal influencing
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(cid:1) impression management
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(cid:1) networking
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(cid:1) influencing in a group
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(cid:1) public speaking
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This is a highly practical guide to influencing in organizations, which combines the
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academic rigour and practical relevancy to make this text an essential purchase for
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all students of organizational behaviour and theory, communication and political
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persuasion as well as for anyone interested in the art of influencing.
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Andrzej Huczynski is Senior Lecturer in Organizational Behaviour at Glasgow
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University. He teaches influencing skills to undergraduates and postgraduates, as well
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as on in-company, executive programmes. He is author of numerous books on orga-
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nizational behaviour.
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Influencing within
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Organizations
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Second edition
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First edition published by Pearson in 1996
Second edition, first published 2004
by Routledge
11 New Fetter Lane, London EC4P 4EE
Simultaneously published in the USA and Canada
by Routledge
29 West 35th Street, New York NY 10001
Routledge is an imprint of the Taylor & Francis Group
This edition published in the Taylor & Francis e-Library, 2004.
© 2004 Andrzej Huczynski
All rights reserved. No part of this book may be reprinted or
reproduced or utilized in any form or by any electronic,
mechanical, or other means, now known or hereafter invented,
including photocopying and recording, or in any information
storage or retrieval system, without permission in writing from
the publishers.
British Library Cataloguing in Publication Data
A catalogue record for th is book is available from
the British Library
Library of Congress Cataloging in Publication Data
A catalog record for this book has been requested
ISBN 0-203-46276-9 Master e-book ISBN
ISBN 0-203-34019-1 (Adobe eReader Format)
ISBN 0–415–31162–4 (hbk)
ISBN 0–415–31163–2 (pbk)
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Contents
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3111 List of illustrations viii
4 Preface xi
5 Acknowledgements xvi
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7 1 Introduction 1
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2 Non-verbal influencing 12
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4 Influencing your job appointment I 59
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5 Influencing your job appointment II 79
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4 6 Impression management on the job 108
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7 Motivation and influencing 143
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7 8 Personality and influencing 158
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9 Influencing decision-making 175
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11 Assertive criticism 211
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12 Influencing strategies 227
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4 13 Influencing a group 247
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14 Influential public speaking 278
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7 15 Influencing through networking 303
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16 Influencing through power and politics 318
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Bibliography 341
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Index 378
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Illustrations
FIGURES
1.1 Four-stage learning cycle 11
2.1 Handshakes 27
6.1 Request responses 114
6.2 Elements of effective performance 115
6.3 Heider’s levels of responsibility attribution 129
7.1 The cycle of motivation 144
8.1 Hippocrates’, Jung’s and Eysenck’s personality-type classifications 162
10.1 Two contrasting approaches to influencing people 199
11.1 A model of interpersonal influence 213
12.1 Classification of influencing strategies 231
12.2 Toulmin’s argumental process 232
12.3 Managers’ influencing strategy and employee response 241
13.1 Example of 100% proportionality distortion 265
13.2 Example of masking 266
13.3 Example of year reversal 267
13.4 Example of omission of negative numbers 268
14.1 Turn-taking and the recency and primacy effects 293
14.2 Audience analysis grid 301
16.1 Conditions producing the use of power and politics in organizational
decision-making 322
16.2 Between-ness, connectedness and closeness in a communication network 332
16.3 Relationship between power bases and influencing strategies 338
TABLES
2.1 Preferred personal zone distances 19
3.1 Tactics of negative politeness 51
3.2 Tactics of positive politeness 52
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ILLUSTRATIONS
1111 3.3 Desirable words 54
2 4.1 List of desirable interviewee traits 62
3 4.2 Action verbs 66
4 4.3 Features of an effective letter of reference 71
5 5.1 Reasons for interviewer questions 87
6 5.2 Recruiters’ hints for assessment centre candidates 105
7 6.1 Justifying your failure 132
8 6.2 Characteristics of effective subordinates 140
9 6.3 Representative, desired and undesired images through impression
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1 7.1 Maslow’s hierarchy of needs 144
2 7.2 Maslow’s hierarchy of needs and Cohen and Bradford’s currencies
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4 8.1 Personality types of leaders 160
5 8.2 Summary of personality-type labels equivalent to Jung’s original
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7 8.3 Summary of four behavioural personality styles 166
8 8.4 Summary of personality-type characteristics and preferences based
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1 10.1 Identifying the employee’s problem 201
2 10.2 Possible triggers for highlighted behaviour 203
3 12.1 Preferred order of use of influencing strategies 231
4 12.2 Match between personality type and most effective influencing strategy 242
5 13.1 Categories of resistance 272
6 14.1 Annoying talking habits 288
7 14.2 Aristotle’s five-point plan 294
8 14.3 Four-part story 294
9 15.1 The activities of effective and successful managers 307
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1 16.2 Factors contributing to power in an organizational position 328
2 16.3 Techniques for undermining the credibility of other experts 330
3 16.4 Power tactics 336
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