In the case study Sporting Goods Store
In the case study Sporting Goods Store, and looking at the five bases of power, I believe Bill exemplifies legitimate, coercive and reward power. Bill’s legitimate power comes from his authority over the work that his new employees participate in. Bill’s coercive power comes from his ability to suspend or fire his workers; yet since this is done only by his boss’s approval, his coercive power is a limited. Bill’s power to sustain good levels of job satisfaction through the appraisal ratings (and thus pay raises) highlights his reward power. Bill does not possess referent power, due to the fact that he was only recently promoted to his position. Bill also has only had experience with minor tasks as assistant manager, he lacks expert power. Even though Bill has identified the causes of the low levels of profit at the store, he possesses little to no information power. This is because store’s layout is set by the headquarter office, he has no ecological power.
One influence tactic Bill could possible use to affect Sally is the proactive influence tactic. This tactic is an immediate task objective, such as influencing the target person to carry out a new task, provide assistance on a project, provide necessary resources, or approve a proposed change. This proteins to Sally’s situation because Bill needs to change the way the ski department is ran. Bill should approach Sally and advise her that she needs provider more attention to the customer service due to the fact that customers have become frustrated when trying to buy ski equipment at the store. Furthermore, Bill needs to confront Sally about her continual socialization with other employees and need to try and focus more of her energy on running the ski department. If Sally continues not to do what Bill wants, he may have to resort to pressure tactics to make sure Sally complies with his request.
Overall, there is a few things that Bill could do to improve store performance.
First and foremost, Bill would need to fix the problems that exist in the ski department at the store.
This is one of the most apparent problems and could be easily fixed if Bill approaches Sally in the most effective way with the right influence tactics. Bill could also create a different incentive so that employees will increase their productivity and decrease their sick days, which would ultimately make employees as efficient as possible. Furthermore, Bill’s power will continue to grow as long as he continues to embody these changes and they prove to be effective.
Bill should use all of the influence tactics, but I think Bill is currently using rational persuasion influence tactic. In rational persuasion the agent uses logical arguments and factual evidence to show a proposal or request is feasible and relevant for attaining important task objectives. If Bill providing evidence in his request and how it can be feasible then how it is currently being done will help persuade his new employees. Bill would need to do this by explains in detail why a request or proposal is important by using facts and logic to make a clear case in support of the request. I believe that his new employees will following suite and in return respect him as well. When Bill had mastered these influence tactics, he could look at other tools that could help him enhance his ability to influence others.
I would consider Bill as a Transactional leader. A transactional leader is a pattern of behavior where the leader rewards or disciplines the follower based on performance. The reason I came to this conclusion is due to the fact that Bill is the one that can decide appraisal ratings which influences the size of an employee’s annual merit raise. Of course, this has to be justified but Bill could provide profit based on the sales of each employee within that certain department of the sporting goods store. This could be seen by some of the employees as rewards or disciplines because if one employee receives a 3% raise vs. another who receives a 1% raise this can signal to an employee how much they are valued within the sporting goods store.