Professional Documents
Culture Documents
Group members
Saiful Firdaus B. Abd Shukor
MKE 151101
Nur Raidah Bt. Ismail
MKK 141034
Nur Shafiqa Bt. Suhaimi
MPP 151277
Ir. Khairull Amrey B. Abu Seman MKE 151008
Influence
Legitimate
Reward
Coercive
Expert
Referent
Position Power
(Jawatan/ Kedudukan)
Personal Power
(Individu)
Legitimate Power
Authority granted from a formal positions
in an organization.
Rights, responsibilities and prerogatives accrue
to anyone holding a formal leadership position
Set goals, make decisions and direct activities
Reward Power
Authority to bestow rewards on other
people
Appointed leaders may have access to rewards
such as pay increases, promotions, physical
resources
Influences subordinates behavior
Coercive Power
Authority to punish or recommend
punishment
Opposite of reward power
Right to fire, demote, criticize, reprimand or
withdraw pay raises
Expert Power
Results from special knowledge or skill
Followers go along with recommendations
because of his/her superior knowledge
Usually gained from experience
10
Referent Power
Comes from personality characteristics
that command identification, respect and
admirations so that others want to emulate
the person
Dependent on personal characteristics rather
than title
Strong identification with leader
11
u
ive
se
ap
pro
pri
a te
ss
Compliance
Personal Power
ce
ex
us
e
Position Power
Resistance
Commitment
12
UTM
UNIVERSITI TEKNOLOGI MALAYSIA
POLITICS
Pfeffer,1992
Processes,
action,
behaviors through
which potential
power is utilized
& realized
Dubrin,2001
Informal
approaches to
gaining power
through means
other than luck
Networking
Coalitions
Reciprocity
20
21
22
Perform a Self-Assessment
and Set Goals
Accomplishments
Tie accomplishments to the
Job Interview
Set Networking Goals
23
Create Your
One-Minute Self-Sell
24
25
26
Conducting Interviews
Establish rapport
Deliver your one-minute self-sell
Ask prepared questions
Get additional contacts for your network
Ask your contacts how you might help
them
Followup
Send thank-you notes
Give status reports
27
UTM
UNIVERSITI TEKNOLOGI MALAYSIA
ROLE
NEGOTIATION
DEFINITION
NEGOTIATION
Two or more parties which are conflict (agreement) working to reach an agreement
Sales
Labor
relations
Create value
to the
greatest
extent
possible
Capture an
appropriate
share of the
value that
gets created
Build and
sustain
critical
relationships
Enhance
your
personal
credibility
Job
searches
STRUCTURE OF
NEGOTIATIONS
Response
and Initial
Proposal
Each side will state their position on the agenda item based on prior preparation and in
response to what they have already heard.
Although this is heart of negotiations, discussions should have a time limit to ensure each
item can be thoroughly covered.
Time limit can also to help to defer personalities who spend hours talking about trivial
Discussion issues.
Signal: If
you dont
ask, you
dont get
Be prepared
Propose : Pay
attention to
details
Agree:
Leave
behind your
ego
Propose:
Ramp up
listening skills
Strategies for
Negotiators
Close:
Anticipate
compromise
Package:
Close with
cormfirmation
Bargain :
Offer and
expect
commitment
Package:
Actively
manage
coalitions
Package :
Stick to
your
principles
NEGOTIATION
PROCESS
POSTPONEMENT
PLAN
NEGOTIATIONS
Agreement (Close
the deal)
No Agreement
The Negotiation
Process: Plan
Research the other
party (ies)
Set Objectives
Specific lower
limit
Target Objective
Opening
Objective
Develop options
and trade-offs)
Be prepared to
deal with questions
and objections
NEGOTIATION
Develop rapport
Keep it professional, never personal
POSTPONE
If you do WANT TO
Give a specific time you will be back
AGREEMENT
Both sides should feel
good about the
agreement
Get it in writing
Quit selling
Start work on a personal
relationship
DISAGREEMENT
NEGOTIATION
ADAGE