Summary 2 – Book Report/Review Example
Summary 2 Presently, it is irrefutable that executives cannot rely on the past tactics meant to influence their peers, which entailed using authority and sometimes coercing them into what they wanted to achieve. Current methods are more of persuading than utilizing one’s power to influence peers’ actions, which normally differ across professionals. For illustration, study sample encompassing 132 managers have depicted financial executives normally employ contrary methods to those of human resource executives (Harvey & McFarlin 130). This has prompted the executives to devote much of their energy in trying to unveil better techniques, which will influence their peers especially when intending to implement certain policies or initiatives. Since, to date there is no research theory that has information regarding how to influence fellow peers or subjects to compel them to support one’s idea.
Mainly, the mostly employed tactics by corporations’ executives presently include proactive, indirect forms on one’s conduct, and those, which frame the influence attempt (Harvey & McFarlin 129). However, each of these tactics mainly relies on certain contexts where the executive has to apply them and attain maximum results within a given timeframe. This is due to humanity’s diversity, which varies considerably besides the absence of reliable information or theory meant to direct the executives. Hence, executives have resulted to cross-functional and peer-based interactions with an intention of shifting critical verdicts to a broader body of the corporation’s personnel (Harvey & McFarlin 125). This is to ensure each devised verdict normally bears strong majority’s support, which will aid in attaining the corporation’s goals easily. Consequently, this empowers employees to feel appreciated due to their efforts, which they normally devote in ensuring the corporation’s success (Harvey & McFarlin 128).
Harvey, G. Enns & McFarlin, Dean B. “When Executives Influence Peers: Does Function Matter?” Wiley Periodicals, Inc. 42. 2. 2003: 125–142. Web. 25Th September 2012.