Abstract The purpose of this paper is to provide an overview of the Case Incident “The Persuasion Imperative.” It discusses information about IBM’s training program, as well as other keys to persuasion and influence that were not mentioned in IBM’s program. These topics are compared with the topics discussed in Chapter 13 of the textbook. Finally, we discuss whether or not generational values can explain the changing nature of the employer-employee relationship. Persuasion is necessary in the field of management. In review of the case study, there are several key points to contemplate: * Are the precepts of IBM’s training program consistent with the concepts in the chapter? Why or why not? * Based on the chapter, are there other keys to persuasion and influence that might be added to the IBM program? * If you had a manager who wanted you to do something against your inclination, which of IBM’s elements would work best on you? Why? * From Chapter 5, do you think generational values explain the changing nature of the employer-employee relationship? Why or why not?
Are the precepts of IBM’s training program consistent with the concepts in the chapter? Why or why not? IBM’s precepts are stated as: build shared vision; negotiate collaboratively; make trade-offs; and build and maintain your network. These precepts do line up with the concepts from the chapter. In review of Robins & Judge information, there are distinct influence tactics: Legitimacy (relying on authority); rational persuasion (presenting logical arguments and factual evidence); Inspirational appeals (emotional commitment); consultation (soliciting support through involvement); exchange (rewarding target with benefits and favors); personal appeal (asking for compliance based on friendship or loyalty); ingratiation (using flattery, praise, or other behaviors prior to making request); pressure (using warnings, repeated demands); or coalitions (enlisting the support of others to persuade the target) (Robbins & Judge, 2013, p. 418). IBM’s precepts mostly consider consultation, exchange, and coalition tactics. IBM also works with managers through impression management to influence persuasion. Impression management is the process where individuals attempt to maintain the impressions others have of them ( (Robbins & Judge, 2013, p. 431).
Again based on the chapter, are there other keys to persuasion and influence that might be added to the IBM program? IBM lists building a shared vision, negotiating collaboratively, making trade-offs, and building and maintaining your network as tips to help managers persuade employees. Based on the chapter, there are other keys to persuasion and influence that could be added to the IBM program. According to the textbook, there are 9 distinct influence tactics. It could be beneficial for IBM to include all of these in its training program, even though some may be more effective than others. Rational persuasion, inspirational appeals, and consultation are influence tactics that are much more effective than the others. Rational persuasion involves using logical arguments along with real evidence in order to prove a request is reasonable, where as inspirational appeals develop an emotional commitment by appealing to an individual’s values, needs, hopes, and aspirations (Judge and Robbins, 2013, p. 418). Consultation is simply involving the individual in deciding what you wish to accomplish. IBM should put emphasis on using the softer tactics, which include personal and inspirational appeals, rational persuasion, and consultation. The reason for this is, even though the effectiveness depends on the audience, using a soft tactic is much more effective than using a hard tactic and combining two soft tactics or using a soft tactic with rational persuasion is much more effective than a combination of hard tactics. IBM should also implement a segment on how to understand and read the composition of the organization could also be another key to persuasion and influence in the IBM training program. People who fit in with the organizational culture are much more likely to be influenced because they are considered to be competent (Judge and Robbins, 2013, p. 420). Finally, as Robert Cialdini stated in the case, authority and social proof are important keys to influence (Judge and Robbins, 2013, p. 439). Certain employees must be given the authority to properly lead and influence others, but they also must prove themselves before other employees will jump on the bandwagon. Application of IBM’s Elements on Individual Basis
IBM summed up four elements from the training program. IBM expects those elements to be a universal guide for managers who are facing persuasion issues. However, even though the four elements fit most cases, the degree of effectiveness among those four elements still exists when dealt with by different individuals. Therefore, managers should take the question “which of IBM’s elements would work best on certain employees?” into account (Robbins and Judge, 2013, p. 439).
Personally, if I were facing the situation that my managers’ demands were against my initial inclination, I would expect my manager adopting “build a shared vision” and “build and maintain your network” (Robbins and Judge, 2013, p. 439) on me. “Build a shared vision” works best on me because it has the power to convert the interest conflict into a common interest. It would seriously reduce my resistance. It would also turn my attitude to be more positive by relating managers’ demand with my own interest and vision. “Build and maintain your network”, on the other hand, would lower my resistance by forcing me to recognize influences on my personal relationship with that manager. If I had a good relationship with my manager, I would do as he/she asked to keep our relationship away from harm.
Do You Think Generational Values Explain the Changing Nature of the Employer-Employee Relationship? In another 10 years, millennials are projected to consist of 75% of the work force. Millennials do not understand the term loyalty when it comes down to their employment, making an uneven balance in work and life. This gives meaning as to why millennial turnover rate is so high. Millennials are more independent than other generations and is partially the reason for the change in relationship between employee and employer. Most people make the mistake of assuming that millennials are only out to live a luxurious lifestyle, but really they are just independent. According to the article, Why Millennials Want To Work For Themselves, the author Chamorro-Premuzic cited data recorded by Jean Twenge, a psychology professor, and it stated that, "more than a million millennials, and found that self-importance, self-esteem, and narcissism have been on the rise for the past five decades" (Chamorro-Premuzic). As the workforce becomes more independent the relationship between employee and employer becomes more and more distant. Some results of people becoming more independent are those who start their own business or work for themselves. Their changing nature allows them more freedom, but it comes at a cost of making less money in most cases. Improving your work-life balance is not something that can be done simply by becoming independent and a free thinker. Some people make the error of thinking that quitting your job will lead to better opportunities, such as starting their own business, as if it would be a guaranteed success. They think that their full-time job is suppressing their talent, when really their delusions of grandeur are overly potent. In our society today it has become more obvious that millennials overestimate their talents and vision. Not knowing their role really effects an industry. Within the last 10 years businesses are finding a way to combat this problem. Since people are so focused on themselves and their life after work, organizations are providing opportunities for employees to work from home, giving them the freedom to work when they want. This idea has helped strengthen the relationship between employee and employer because it works in everyone's best interest. The employees get the freedom they want and the employer gets to cut back on the utilities it takes to run an office or an extra office space.
Conclusion
Overall, the paper provided an summary of the Case Incident “The Persuasion Imperative.” It discusses information about IBM’s training program, as well as other methods to persuade and control that were not mentioned in IBM’s program. It has taken quite some time to adjust to the change in generational values, but over time the once expanding gap between employee and employer relationship has finally stabilized.

References
Chamorro-Premuzic, T. (2014). Why Millennials Want To Work For Themselves. Fast Company. Retrieved from http://www.fastcompany.com/3034268/the- future-of-work/why-millennials-want-to-work-for-themselves
Judge, T. & Robbins, S. (2013). Attitudes and Job Satisfaction. In Organizational Behavior (Ed. 15). Boston: PEARSON
Judge, T. Robbins, S. (2013). Organizational Behavior. New Jersey: Pearson Education, Inc. (pg. 418, 420, 431, 439)