Module 4

Question 1

Five power bases?

Answer 1

Legitimate: 
Reward 
Expert
Coercive
Informational

Question 2

Legitimate Power

Answer 2

This type of power, however, can be unpredictable and unstable. If you lose the title or position, your legitimate power can instantly disappear, because people were influenced by the position you held rather than by you.
Also, the scope of your power is limited to situations that others believe you have a right to control.

Question 3

Reward Power

Answer 3

People in power are often able to give out rewards Add to My Personal Learning Plan. Raises, promotions, desirable assignments, training opportunities, and simple compliments – these are all examples of rewards controlled by people “in power.” If others expect that you’ll reward them for doing what you want, there’s a high probability that they’ll do it.

he problem with this power base is that it may not be as strong as it first seems. Supervisors rarely have complete control over salary increases, managers often can’t control promotions by themselves, and even CEOs need permission from their boards of directors Add to My Personal Learning Plan for some actions. Also, when you use up rewards, or when the rewards don’t have enough perceived value, your power weakens.

Question 4

Coercive Power

Answer 4

This source of power is also problematic, and can be abused. What’s more, it can cause dissatisfaction or resentment among the people it’s applied to.

Question 5

Informational Power

Answer 5

Having control over information Add to My Personal Learning Plan that others need or want puts you in a powerful position. Having access to confidential financial reports, being aware of who’s due to be laid off, and knowing where your team is going for its annual “away day” are all examples of informational power.

In the modern economy, information is a particularly potent form of power. The power derives not from the information itself but from having access to it, and from being in a position to share, withhold, manipulate, distort, or conceal it. With this type of power, you can use information to help others, or as a weapon or a bargaining tool against them.

Question 6

Personal Power Sources

Answer 6

Relying on these positional forms of power alone can result in a cold, technocratic, impoverished style of leadership. To be a true leader, you need a more robust source of power than a title, an ability to reward or punish, or access to information.

Question 7

Expert Power

Answer 7

When you have knowledge and skills that enable you to understand a situation, suggest solutions, use solid judgment, and generally outperform others, people will listen to you, trust you, and respect what you say. As a subject matter expert Add to My Personal Learning Plan, your ideas will have value, and others will look to you for leadership in that area.

Question 8

Referent Power

Answer 8

Referent power comes from one person liking and respecting another, and identifying with her in some way. Celebrities have referent power, which is why they can influence everything from what people buy to which politician they elect. In a workplace, a person with referent power often makes everyone feel good, so he tends to have a lot of influence

Question 9

What are the two personal Power sources

Answer 9

Expert

Referent

Question 10

What are the five basic elements of an email

Answer 10

From field – This field should contain the full name of the sender, with initial letters capitalized.

Subject line – The subject line should summarize the purpose or content of the message succinctly, using a

maximum of five to seven words.

Greeting – This should reflect the desired tone of the message, based on the appropriate level of formality in your

relationship to the recipient. It identifies the recipient by name and provides a courteous opening.

Message body – The body should comply with the basic rules for e-mail etiquette. It should convey the

appropriate tone, avoid inappropriate formatting, and use proper composition, and be written clearly and concisely.

Closing – This signifies that a message is ending and should use a tone consistent with that used in the message opening

Question 11

Albrecht’s four common types of stress are:

*Hint Tase

Answer 11

Time stress.
Anticipatory stress.
Situational stress.
Encounter stress.

Question 12

Define Time Stress

Answer 12

You experience time stress when you worry about time, or the lack thereof. You worry about the number of things that you have to do, and you fear that you’ll fail to achieve something important. You might feel trapped, unhappy, or even hopeless.

Question 13

How to manage time stress

Answer 13

First, learn good time management skills. This can include using To-Do Lists Add to My Personal Learning Plan or, if you have to manage many simultaneous projects, Action Programs Add to My Personal Learning Plan.

Next, make sure that you’re devoting enough time to your important priorities. Unfortunately, it’s easy to get caught up in seemingly urgent tasks which actually have little impact on your overall objectives. This can leave you feeling exhausted, or feeling that you worked a full day yet accomplished nothing meaningful.

Question 14

2. Anticipatory Stress

Answer 14

Anticipatory stress describes stress that you experience concerning the future. Sometimes this stress can be focused on a specific event, such as an upcoming presentation that you’re going to give. However, anticipatory stress can also be vague and undefined, such as an overall sense of dread about the future, or a worry that “something will go wrong.”

Question 15

Managing Anticipatory Stress

Answer 15

Because anticipatory stress is future based, start by recognizing that the event you’re dreading doesn’t have to play out as you imagine. Use positive visualization techniques Add to My Personal Learning Plan to imagine the situation going right.

Question 16

3. Situational Stress

Answer 16

You experience situational stress when you’re in a scary situation that you have no control over. This could be an emergency. More commonly, however, it’s a situation that involves conflict, or a loss of status or acceptance in the eyes of your group. For instance, getting laid off or making a major mistake in front of your team are examples of events that can cause situational stress.

Question 17

4. Encounter Stress

Answer 17

Encounter stress revolves around people. You experience encounter stress when you worry about interacting with a certain person or group of people – you may not like them, or you might think that they’re unpredictable.

Encounter stress can also occur if your role involves a lot of personal interactions with customers or clients, especially if those groups are in distress. For instance, physicians and social workers have high rates of encounter stress, because the people they work with routinely don’t feel well, or are deeply upset.

Question 18

Managing Encounter Stress

Answer 18

Because encounter stress is focused entirely on people, you’ll manage this type of stress better by working on your people skills. To find out how good your people skills are, take our quiz Add to My Personal Learning Plan, and discover the areas that you need to develop.

A good place to start is to develop greater emotional intelligence Add to My Personal Learning Plan. Emotional intelligence is the ability to recognize the emotions, wants, and needs of yourself and of others. This is an important skill in interacting with others and in building good relationships.

Question 19

Explicit and Implicit Standards

Answer 19

As a Senior Wine Associate, the team will look to you for guidance on what is acceptable behavior and what is not.

Make sure you are setting the highest possible standard for service, salesmanship, and professional conduct in the
store. By stating an expectation, you are setting a explicit standard. However, your actions set implicit standards as
well. Make sure that what you say and
what you do are in alignment.