Power can have several disadvantages according to the document. It states that those in power will be watched constantly, scrutinizing every aspect of their behavior. Additionally, powerful individuals may not receive honest feedback as people are afraid to criticize them or want to please them. This can lead to overconfidence as the powerful underestimate risks and overestimate their abilities. Furthermore, the document suggests that power can make people focus more on themselves, become less sensitive to others, ignore advice, and treat situations and people as means to satisfy their own needs and wants rather than considering others.
8 Cs of Delegation of Authority:Essential Skill for Public Management Shahid Hussain Raja
Explains the concept,need and benefits of delegation of authority in public service as well as the its elements and then concludes with 8 Cs of delegation-the author's own framework
The theories of an early 20th century political philosopher, Mary Parker Follett, have added much to modern day management theory, organisations, and leadership.
Leadership is multi-faceted containing numerous qualities, function, and styles. It is a construct that continues to be debated during a revival in interest of the ideas of Mary Parker Follett. Her thoughts on management and leadership have been informative and inspirational. Indeed, management theoretician Peter Drucker called her the 'prophet of management' and his 'guru'. Follett's ideas are certainly relevant in contemporary society, not only for organisations, but also for the individual, as they continue to challenge the lay ideas of leadership.
Organizational politics refers to the relationship between power and influence, involving certain individuals and group from within or outside of the organizational environment. It also refers to the tactics and activities done by members of the organization in order to fulfill their own objectivities and interests in the workplace.
Part # 1: What does power mean?
Part # 2: How do people become powerful?
Part # 3: Some advantages of having power.
Part # 4: Some disadvantages of having power.
To become successful one has to try to avoid these self-defeating behaviours to scale the ladder of success and reach the stars.
good luck.
Challa S.S.J.Ram Phani
Chief Consultrainer
aimkaam - Hyderabad
8 Cs of Delegation of Authority:Essential Skill for Public Management Shahid Hussain Raja
Explains the concept,need and benefits of delegation of authority in public service as well as the its elements and then concludes with 8 Cs of delegation-the author's own framework
The theories of an early 20th century political philosopher, Mary Parker Follett, have added much to modern day management theory, organisations, and leadership.
Leadership is multi-faceted containing numerous qualities, function, and styles. It is a construct that continues to be debated during a revival in interest of the ideas of Mary Parker Follett. Her thoughts on management and leadership have been informative and inspirational. Indeed, management theoretician Peter Drucker called her the 'prophet of management' and his 'guru'. Follett's ideas are certainly relevant in contemporary society, not only for organisations, but also for the individual, as they continue to challenge the lay ideas of leadership.
Organizational politics refers to the relationship between power and influence, involving certain individuals and group from within or outside of the organizational environment. It also refers to the tactics and activities done by members of the organization in order to fulfill their own objectivities and interests in the workplace.
Part # 1: What does power mean?
Part # 2: How do people become powerful?
Part # 3: Some advantages of having power.
Part # 4: Some disadvantages of having power.
To become successful one has to try to avoid these self-defeating behaviours to scale the ladder of success and reach the stars.
good luck.
Challa S.S.J.Ram Phani
Chief Consultrainer
aimkaam - Hyderabad
"Power" by Jeffrey Pfeffer is easily the most important/helpful career book I've ever read. I took 14 pages(!) of notes and thought I'd share the most important tips/strategies in this simple Word document.
What is a Fake Leader (FL)? It is someone disguised as a person in a leadership position who focuses on self and not the organization or ultimate good of people. It’s someone caught in minutia and is incapable of seeing the big picture, someone who misses the needed day-to-day facts to support growth and well-being of people and the organization. A person in a leadership position, who renders opinions without substance, does not inspire followers to achieve a vision, nor inspire followers to want to work together as a team. Fake Leaders talk a good game and produce very little. They are focused on self, money, and self-aggrandizement. They confuse a vision of hope with threatening statements and forecast a better place for followers through half-truths and retracted statements, with promises that we will be told the rest of the story in a few days.
What is a Fake Leader (FL)? It is someone disguised as a person in a leadership position who focuses on self and not the organization or ultimate good of people. It’s someone caught in minutia and is incapable of seeing the big picture, someone who misses the needed day-to-day facts to support growth and well being of people and the organization. A person in a leadership position, who renders opinions without substance, does not inspire followers to achieve a vision, nor inspire followers to want to work together as a team. Fake Leaders talk a good game and produce very little. They are focused on self, money, and self-aggrandizement. They confuse a vision of hope with threatening statements and forecast a better place for followers through half-truths and retracted statements, with promises that we will be told the rest of the story in a few days.
People follow powerful people
Leadership and power are closely linked even though leadership is NOT about power or position. People follow people who are powerful. And because others follow, the person with power leads.
How to Motivate! and get people to do things that matter
An open source training module used to facilitate learning around building allyship and confronting bias in the workplace. Can be used with teams, managers and leaders within organizations.
Trust is the most fundamental building block of any relationship whether in business, politics, marriage, family or friendships. In the real world, trust signifies different things to different people but it frequently boils down to one point: trust is essential to your success.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
3. When you have power, people will watch
how you perform.
how you dress.
how you spend your time.
who you spend your time with.
how you act in non-related domains.
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 2800.
5. The higher you rise in an organization, the more people are going
to tell you that you are right.
This leads to an absence of critical thought and makes it
difficult for senior leaders to get the truth.
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 2950.
6. When you are successful, everyone laughs at your jokes
to pretend you are smart. So you start feeling better and better
about yourself.
http://www.timesascent.com/career-advice/Lessons-from-the-guru/153532
7. The more powerful you become, the harder it is for people
to give you negative feedback. People are afraid.
http://www.timesascent.com/career-advice/Lessons-from-the-guru/153532
8. The more status and power a person has, the more she or he will
surround himself with people who flatter him.
https://hbr.org/2018/08/why-great-success-can-bring-out-the-worst-parts-of-our-personalities
10. Power produces overconfidence and risk taking.
Sources
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 3000.
http://www.ft.com/intl/cms/s/0/d995d48e-2c4e-11e3-8b20-00144feab7de.html#axzz2h7RsyfQH
11. The more power a leader holds, the more likely he or she is to
overestimate his or her skills and abilities.
https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it
12. One of the real dangers of leader selection in many organizations
is that leaders are selected for overconfidence.
We associate leadership with decisiveness.
http://www.mckinsey.com/insights/strategy/strategic_decisions_when_can_you_trust_your_gut
14. When people are put in positions of power,
they start talking more.
https://www.goodreads.com/review/show/3587424083
Page 259.
15. The better we feel about ourselves, the harder it is
to take negative feedback.
http://www.timesascent.com/career-advice/Lessons-from-the-guru/153532
16. As a person’s power grows, his or her willingness to listen shrinks.
Why? Because
1. he / she thinks he / she knows more than others.
2. seeking feedback will come at a cost.
https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it
18. When people are put in positions of power, they start
ignoring what other people say or want.
https://www.goodreads.com/review/show/3587424083
Page 259.
19. When people are put in positions of power, they start
ignoring how less powerful people react to
their behaviour.
https://www.goodreads.com/review/show/3587424083
Page 259.
20. For powerful people taking advice is seen
as a sign of weakness.
Sources
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 3000.
http://www.ft.com/intl/cms/s/0/d995d48e-2c4e-11e3-8b20-00144feab7de.html#axzz2h7RsyfQH
21. In a study, high-power participants ignored almost 2/3 of the advice
they received.
When individuals in powerful positions receive advice from experts, they
feel competitive. This feeling inflates their confidence and leads them to
dismiss what the experts are telling them.
http://dash.harvard.edu/handle/1/10996800
https://hbr.org/2015/01/the-art-of-giving-and-receiving-advice
22. Overconfidence is a powerful source of illusions, primarily determined
by the quality and coherence of the story that you can construct, not
by its validity.
If people can construct a simple and coherent story,
they will feel confident regardless of how well
grounded it is in reality.
http://www.mckinsey.com/insights/strategy/strategic_decisions_when_can_you_trust_your_gut
24. Power produces insensitivity to others. Powerful become
narcissistic, consumed with own ego.
Sources
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 3000.
http://www.ft.com/intl/cms/s/0/d995d48e-2c4e-11e3-8b20-00144feab7de.html#axzz2h7RsyfQH
25. When people are put in positions of power, they start treating any
situation or person as a means for satisfying their own needs and
taking what they want for themselves.
https://www.goodreads.com/review/show/3587424083
Page 259.
26. It’s easier to lose your patience when you’re in power, for example
because you may be more concerned about yourself than about
the feelings of others.
Pfeffer, Jeffrey: Power – Why some people have it and others don’t, location 3150.
28. When people are put in positions of power,
they start acting more rudely.
https://www.goodreads.com/review/show/3587424083
Page 259.
29. Power makes people feel expansive, energized, omnipotent,
hungry for rewards, and immune to risk.
That opens us up to rash, rude, and unethical actions.
https://hbr.org/2016/10/dont-let-power-corrupt-you
30. People in positions of corporate power are three times as likely as
those at the lower rungs of the ladder to interrupt co-workers,
multitask during meetings, raise their voices, and say insulting
things.
https://hbr.org/2016/10/dont-let-power-corrupt-you
31. Other sources of inspiration
http://bigthink.com/ideas/24282
http://www.ft.com/intl/cms/s/2/4f2990dc-f314-11e3-a3f8-00144feabdc0.html#axzz36QklvnLI
http://managementlab.org/files/site/publications/labnotes/mlab-labnotes-019.pdf
http://www.strategy-business.com/article/re00162?pg=all
http://www.videoportal.sf.tv/video?id=5491ba95-6d3e-4d72-8320-5353c03da280
http://blogs.wsj.com/management/2011/05/11/the-purpose-of-power/