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Managers have to exercise influence over the subordinates in case they want to be successful in realizing personal and organizational goals. There are several strategies of managerial influence; however, in this paper, I am going to strategies of managerial influence such as reason, friendliness, assertiveness, and sanctions. Reason involves using data and facts in supporting a logical argument (Segal-Horn & Faulkner, 2008). When exercising influence, reason can work effectively both downward and upward in motivating employees to realize higher performance. For instance, the financial rewards motivate employees to work harder. Personally, I have been encouraged by the sales targets to work harder and meet the goals.

Friendliness entails using goodwill, flattery, and favorable impressions in influencing employees (Segal-Horn & Faulkner, 2008). This strategy may work when exercising influence, downward, in an organization. For instance, I have been able to command a large group of people by using amusements and jokes. This enabled me to influence my team to attend all the group meetings. Assertiveness involves using the direct and forceful approach in managing influence (Segal-Horn & Faulkner, 2008). This strategy may work when exercising influence, downward, in organizations, for example, employees using fogging to discuss issues more reasonably with managers. For instance, I have been able to stand up for my own rights in a calm and positive way using assertiveness in a workplace where certain employees are favored.

Finally, sanctions involve using rewards and punishments in managing influence (Segal-Horn & Faulkner, 2008). This strategy may work when exercising influence, both downward and upward, in organizations. For instance, by using fringe benefits all employees can be motivated to improve productivity.  I have used employee recognition such as lunch with the boss to influence others within the organization.

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