Influence: The Psychology Of Persuasion

Influence: The Psychology of Persuasion The first thing that is comparable between the two readings is at the end of Chapter 9 where the book explains about the top level leaders can influence their organization. Two of the ways relate to the “Liking” chapter in Influence: The Psychology of Persuasion. The book talks on how if negative responses are given, all you will ever get in return is negative feedback. However, if the leader can be a great role model and allocate positive rewards to his or her followers, then the followers will be happy and be more positive. The second thing that agrees in each readings is in the excerpt on page 240 on Stanley Wang and how it relates to the chapter on “Liking” in “Influence: The Psychology of Persuasion”.

The excerpt talks about how Leslie Marks moved her office down to the main level so she would seem as if she was fitting in with her employees rather than seeming like the bossy CEO that no one likes. However, the chapter on “Authority” explains how higher up people are viewed with more status and seem bigger than others. These two ideas contrast basically because one is saying to be successful you may need to go down to the employee’s level, but the other is saying you may need to rise up to be seen as the top

The human resource management team felt that people should be able to choose when their work schedule be as long as they produce results from their work. However, the external force for shutting this program down was the little press coverage Best Buy was receiving for the ROWE plan. ROWE was implemented because of poor performance in the workplace and too many people complaining about their work schedule. However, Hubert Joly cut the program due to him believing these weren’t the standards of the American work and leadership standards. Both CEO’s were responsible for the creation and the cutting of ROWE. Brian Dunn being the man who implemented the program, and Hubert Joly being the man who cut the